A new business paradigm, in which management aims to to foster a better world, is rapidly taking hold.
McGrath posits that there have been three thematic ages of management since the industrial revolution: execution, expertise, and now, empathy.
She says, "If organizations existed in the execution era to create scale and in the expertise era to provide advanced services, today many are looking to organizations to create complete and meaningful experience. I would argue that management has entered a new era of empathy."
Staff development is vital to a healthy business. Yet the way we approach it is still rooted in the models of fifty years ago. Despite a world of rapid change we expect objectives to be relevant for a year, when ... Read More
A talk, followed by Q&A, by Frederic Laloux about "Reinventing Organizations", a research and book that is turning into an international phenomenon.
Increasingly, employees and managers (but also doctors, nurses, teachers, etc.) are disillusioned with the way we run organizations today. We all somehow sense that there simply must be better ways to run our businesses, nonprofits, schools and hospitals.
Professors Joseph Raffiee and Jie Feng at the University of Wisconsin-Madison found that “hybrid” entrepreneurs – people who maintain their regular gig and while launching their new ventures in stages – are a third less likely to fail than those who jump in sans safety net.
Additionally, they maintain that hybrid business owners who transition to full-time self-employment “have much higher rates of survival relative” to those who quit their job and then directly start a new company. There is always a factor of risk when launching a new venture, but the study purports that you don’t need to thrive on risk in order to be effective.
Leaders and organizations are under more stress than ever to do two things simultaneously: deliver on today’s pressing commitments by troubleshooting and refining processes; and find and invest in innovation opportunities that will create tomorrow’s success.
How your organization responds to this stress in allocating scarce resources is a crucial but often unaddressed issue. The natural bias is to respond immediately to what is in front of you. The problem is, this instinct crowds out longer term, innovative thinking.
Business, organization and culture change are hot topics in the corporate world today. However, they often remain conceptual thinking: implementation is seen as difficult. Where to start? The trigger can be as simple as a meeting. But not the usual one. Here’s an example of how a single, different type of meeting can kick off a new collaborative culture.
HR directors and their CEOs are increasingly coming to terms with the fact that as many as one in four of the people they employ are either consciously or unconsciously undermining their organisations. Such is the power of disengagement at work.
Why do so many articles on implementations of management-less companies being referred to as “eliminating hierarchy” mix that with Holacracy? Why would a company then need Holacracy?
Take the Zappos gets rid of managers example – read on because there’s no mentioning of eliminating hierarchy. They are implementing a holacracy for a clear Purpose: they attempt to prevent bureaucracy from infiltrating Zappos, while maintaining a start-up culture within what is now, a quite large organization. They attempt to build Resilience against bureaucracy. It is what they believe to be needed to maintain a start-up culture.
“Remember before the internet?” asks Joi Ito. “Remember when people used to try to predict the future?” In this engaging talk, the head of the MIT Media Lab skips the future predictions and instead shares a new approach to creating in the moment: building quickly and improving constantly, without waiting for permission or for proof that you have the right idea. This kind of bottom-up innovation is seen in the most fascinating, futuristic projects emerging today, and it starts, he says, with being open and alert to what’s going on around you right now. Don’t be a futurist, he suggests: be a now-ist.