Organizations today are in constant flux. Industries are consolidating, new business models are emerging, new technologies are being developed, and consumer behaviors are evolving. For executives, the ever-increasing pace of change can be especially demanding. It forces them to understand and quickly respond to big shifts in the way companies operate and how work must get done.
In the words of Arie de Geus, a business theorist, “The ability to learn faster than your competitors may be the only sustainable competitive advantage.”
Is PowerPoint a useful teaching tool? A few days ago on the Teaching English - British Council Facebook page there was a discussion about PowerPoint - Do you love it or hate it? The discussion linked to an article by Rob Lewis who talked about ways PowerPoint could be used in class. In an earlier post he…
Think different and think big. Thinking different and being unafraid to think big are necessary for any organization to keep pace with change in the twenty-first century, and it has to begin with the CEO.
How often have you heard somebody — a new CEO, a journalist, a management consultant, a leadership guru, a fellow employee — talk about the urgent need to change the culture? They want to make it world-class. To dispense with all the nonsense and negativity that annoys employees and stops good intentions from growing into progress. To bring about an entirely different approach, starting immediately.
These culture critiques are as common as complaints about the weather — and about as effective. How frequently have you seen high-minded aspirations to “change the culture” actually manage to modify the way that people behave and the way in which they work? And how often have you seen noticeable long-term improvements?
Better data analysis enables companies to optimize everything in the value chain -- from sales to order delivery, to optimal store hours. Here are six examples of how major enterprises are using data to improve their business models.
In the early 1990s, psychologist Robin Dunbar studied the social connections within groups of monkeys and apes. He theorized that the maximum size of their overall social group was limited by the size of their neocortex. Based on our neocortex size, Dunbar calculated that humans should be able to maintain relationships of no more than roughly 150 people at a Continue Reading
When I first entered the workforce 15 years ago, I had the great honor of working directly with best-selling business book author Ken Blanchard. At the time, I had little knowledge of his work or his reputation as one of the most influential thought leaders in the business world. I knew even less about his…
Equally as important as our Dunbar number or the place we call an office are the rules we live by. We currently have very few rules for how to live our lives in a fully immersive world where explosive amounts of information and technology are flowing around us on a second by second basis.
Since neither colleges nor traditional schools have come to grips with the unusual number of challenges lurking, like landmines, in the world ahead, it is up to us to master the “new rules of engagement.”
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