Harvard Business

OCTOBER 23, 2017

Data science is becoming a reality for change management, and although it may not have arrived yet, it is time for organizations to get ready. The companies best positioned to change in the next decade will be the ones that set themselves up well now, by collecting the right kind of data and investing in their analytics capacity.

Change Management 28

Change Management Data Company Management 28

Harvard Business

MAY 18, 2018

Successful change-agile leaders at all levels in the organization respond to changes in the business environment by seizing opportunities, including throwing out old models and developing new ways of doing business. Sponsored by Accenture Strategy. They: Share a compelling, clear purpose: Purpose is the guardrail for actions.

Agile 51

Agile Efficiency Culture Trends 51

Harvard Business

NOVEMBER 15, 2018

The middle layers spend their entire days in meetings or on conference calls, traveling to meetings outside the hospital, or negotiating contracts with vendors. One large nonprofit system that has been struggling with its costs had a “president of strategy,” prima facie evidence of a serious culture problem!

System 32

System Management Nonprofit Operations 32

Harvard Business

OCTOBER 3, 2017

health system, change management is an essential skill for public and private leaders alike. For these leaders — and young people aspiring to careers as health care managers — one very practical question emerges: What are the critical skills for leading major change in our health system?

System 29

System Change Management Healthcare Government 29

Harvard Business

APRIL 23, 2018

This means that the technologies necessary for successful space-faring, particularly human space travel beyond low earth orbit, cannot all be developed by a single organization. Adapting to change. The technology strategy focused on agency-driven investments and strict control over the internally developed technologies.

Operations 28

Operations Government Development Engineering 28

Confessions of a Consultant

OCTOBER 1, 2017

The ‘workers’ (like myself) wore blue overalls; the foremen had brown coats; the supervisors were kitted out in white; the management sported double-breasted suits (the fashion at that time). This ordered hierarchy was an efficient way to denote ‘who did what’. During a second move the company employed a different strategy.

Energy 40

Energy System Advertising Management 40