Harvard Business

OCTOBER 25, 2016

In particular, I’d like to focus on three things Avaya did that other companies can learn from: Treat Innovation as a Risk-Management Exercise. Avaya embraced innovation as a risk management exercise. Embrace Agile Methods for Responding to Customers. The willingness to experiment has to permeate the whole organization.

Methodologies 28

Methodologies Agile Metrics Exercises 28

Johanna Rothman

FEBRUARY 17, 2021

The team doesn't have to be a feature- or product-based team. And I have a discussion in Create Your Successful Agile Project about backlog items.). No requires that you exercise your leadership. You've noticed I focus on teams. The team might be a management team, as in Practical Ways to Lead an Innovative Organization.

Leadership 115

Leadership Management Agile Exercises 115

Harvard Business

NOVEMBER 16, 2017

Can a large incumbent company rediscover how to act like an agile start-up? Behaving like an agile start-up implies speed, a sharply defined mission, and a deep understanding of customers. Though they may sound like an exercise in micromanagement, they are actually the opposite. rosmaro/Getty Images.

Agile 28

Agile Exercises Enterprise Energy 28

Johanna Rothman

JULY 14, 2020

Exercise your value-based integrity as a model for the people you lead and serve. Back then, I was supposed to design the whole product, implement across the architecture, and then test. (So people can trust you, their colleagues, and the organization as a whole.). Seek outcomes by optimizing for a greater goal. . I really did.

Management 73

Management Exercises Course Productivity 73

Harvard Business

NOVEMBER 22, 2017

Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business? As companies move to more agile operating models , they must learn to balance accountability with autonomy. Banks emphasizing products, meanwhile, have turned to partnerships.

Strategy 28

Strategy Strategy Strategy& Company 28

LSA Global

JANUARY 3, 2023

In the past, leaders prioritized developing one product at a time. Collaborative Agility Efficiently solve complex problems and exercise good judgement to increase the quality of decision making and ideas through active inclusion of diverse perspectives, healthy debate, and data informed innovation.

Emotional Intelligence 7

Emotional Intelligence Efficiency Agile Talent 7

Harvard Business

JUNE 27, 2016

The current and rising levels of stress in the workplace should be cause for concern, as there is a direct and adverse relationship between negative stress, wellness and productivity. Here are some tips, based on some of the latest neuroscience, behavioral and organizational research: Exercise mindfulness. Take detachment breaks.

Energy 38

Energy Agile Survey Training 38

Harvard Business

NOVEMBER 10, 2016

Yet they are often masks for deeper feelings that we could and should describe in more nuanced and precise ways, so that we develop greater levels of emotional agility , a critical capability that enables us to interact more successfully with ourselves and the world (more on emotional agility in my new book of the same name, available here ).

Agile 45

Agile Examples Exercises Construction 45

Harvard Business

SEPTEMBER 18, 2017

Through team-building exercises and the careful establishment of norms and processes, leaders aim to create a culture of trust, psychological safety, and good feeling. High-performing teams realize 10% greater market share and report 22% better performance when it comes to developing new products. We were wrong.

Enterprise 28

Enterprise Culture Agile Leadership 28

Epicflow

JANUARY 31, 2023

The Lazy Project Manager: How to Be Twice as Productive and Still Leave the Office Early by Peter Taylor The Lazy Project Manager is based on the idea that lazy people always try to find easier ways to do what they have to. So, focusing on 20% of the most important work will result in 80% outcomes.

Management 11

Management Handbook Case Study Case Studies 11

Harvard Business

JANUARY 31, 2017

Let go of the idea that all conflict is destructive, and embrace the idea that productive conflict creates value. I find that three specific techniques help people embrace productive conflict. Carve out some team development time to do these exercises before your next contentious discussion.

Productivity 28

Productivity Sales Efficiency Agile 28

Harvard Business

SEPTEMBER 5, 2016

Pearson, the educational publisher, measures the efficacy of its products to improve educational outcomes. PbR can turn into a costly, risky exercise that delivers unpredictable results. Promising a result creates a greater expectation in the eyes of the customer than simply providing a product or service. ” Health care.

Education 28

Education Insurance Insurance Analysis 28

Harvard Business

JANUARY 4, 2017

I’ve begun to view this as the ability to hold two specific traits in balance: consistency and agility. They plan diligently and produce excellent products and experiences for clients time and time again. They plan diligently and produce excellent products and experiences for clients time and time again.

Agile 45

Agile Course Operations Exercises 45

Harvard Business

OCTOBER 4, 2018

” But the good news is that we are not helpless, says Susan David, a founder of the Harvard/McLean Institute of Coaching and author of Emotional Agility. ’ Or, ‘I value generating a high-quality product for my client, so I want to be present on this call.’ “But I do exercise a lot.”

How To 33

How To Construction Case Study Case Studies 33

Harvard Business

NOVEMBER 9, 2016

We have been told that participative leadership, rather than prescriptive leadership, is what we should aim for; that organizations should be agile, with “change the only constant”; and that empowerment is critical for employee satisfaction and long-term value. I agree with the third point: Empowerment is critical.

Leadership 33

Leadership Agile Metrics Exercises 33

Harvard Business

OCTOBER 31, 2016

Originating from agile software development, the sprint has entered the business mainstream as an increasingly popular means to accelerate business model, product, or service innovation. They allow a company to be more agile and to more effectively adapt to digital disruption. Can you run fast and go deep at the same time?

Agile 28

Agile Strategy Strategy Strategy& 28

Harvard Business

AUGUST 22, 2016

So what we drew as outcomes for this retailer were results such as in-store sales, revenues from secondary products, revenues from on-line sales, and then the various contributors to cost. The internal world comes to matter more than what is going on outside the boundaries of the company and it just sort of loses its edge.

Company 28

Company Sales Retail Engineering 28

Harvard Business

JUNE 25, 2018

More recently, we worked with the senior team of a large consumer product company which had been severely disrupted by smaller, more agile online competitors selling their services directly to consumers. One of the most successful began with a simple exercise aimed at helping the leaders to define their three highest priorities.

Policies 53

Policies Exercises Strategy Strategy 53

Harvard Business

JANUARY 20, 2017

A study of cross-functional product teams revealed that when leaders treated members of their team well and fairly, the team members were more productive individually and as a team. They generated more revenue for the company and were rated as “effective” twice as often by executives. Leaders set the tone.

Training 28

Training Training Study Film 28