Agile to the Rescue in Retail
Retailers seeking growth have run up against a brick wall. They can scale it with new ways of working.
Retailers seeking growth have run up against a brick wall. They can scale it with new ways of working.
The test-and-learn practices of software development, which help reduce complexity and bureaucracy, travel well across industries.
As governments struggle to meet citizens’ demands, agile could unleash the productivity dividends lying dormant within today’s public-sector workforce.
The secrets to scaling up this fast and effective new way of working.
Leaders who observe five lessons keep transformations on track.
First, HR carried out an agile makeover of the bank’s Dutch unit—then, it transformed itself. HR and functional-area leaders everywhere, take note.
To promote agile ways of working, leaders must change their own behaviors.
Agile is hard—really hard. But when companies don’t commit to planning and execution, they risk falling into one of several known traps.
Making Agile Work
Too often, agile remains confined to software development.
Vincent Forlenza, CEO of BD, has navigated multi-billion-dollar acquisitions while driving a full-scale organizational transformation. BD's success, amid enormous change, hinges on its purpose-driven culture.
The way we develop leaders is ripe for disruption. It’s time for tailored, experience-based learning that’s available on demand.
For most CEOs, real success remains elusive. But by deftly exploiting a five-part algorithm, they can boost their chances of a truly successful tenure.
All the tech in the world is meaningless without the talent to put it to use.
Traditional leadership models are out of date. It’s time to do things differently.
As career paths become less linear and people change jobs more frequently, companies need to actively recruit former employees and people returning to the workforce.
As employees share more family responsibilities, employers can help retain talent by supporting dual-career couples. Four company initiatives provide a roadmap for doing so.
Although companies launched by women receive far less early-stage funding than those launched by men, women-owned companies generate more revenue.
Smart Simplicity
When innovation is lagging and productivity is low, the culprit could be complexity. The solution is to simplify, smartly.
Changing how people work can be the biggest challenge.
Digital does not change the principles of organizational design and governance. But because the capabilities and cadence of digital and traditional ways of working can be so different, leaders must approach digital thoughtfully.
Companies can generate sustainable gains using a structured approach that includes a comprehensive definition of capabilities, critical practices, and explicit support from leaders.
When enterprises and employees agree to collaborate to develop and deploy digital skills, the workplace can be transformed, without repeating the mistakes of the Industrial Revolution.
Emerging trends in the world of work, from the UK's decline as a destination to increased expectations everywhere for a better work-life balance.
Uncover the gaps in your purpose efforts.
Companies that apply this centuries-old solution to digital-age challenges can unlock the full potential of agility.
By 2030, the nature and quality of work will be irrevocably altered. How? That depends on the rate of technological change, the evolution of learning, and the mobility of talent.
The labor market is changing, and to remain both employable and professionally fulfilled, workers must change with it. Companies, policymakers, and individuals all have a role to play.
These two complementary technologies are the brawn and brains of performance. Companies can gain quick wins through RPA while strategically introducing AI for sustainable benefits.
Companies are revolutionizing how people work. Now they need to transform how managers manage.
Digital might sometimes seem like an enemy in the workplace, but you can make it an ally as you build an enterprise-wide learning ecosystem.
Using a three-part approach, companies can redesign processes and choose the right tools to unlock the real value of digital technology in support functions.
Though digitization offers clear benefits, only one in five companies has the right foundation in place to implement it. The rest should follow seven best practices to close the gap—starting today.
BCG CEO Rich Lesser chats with Martin Reeves, founding director of the BCG Henderson Institute, and Carlos Ghosn, chairman and CEO of the Renault-Nissan-Mitsubishi alliance, about building strong and adaptive organizations in this time of rapid technological change.
The New New Way of Working
A wave of change is coming that will soon make the way we work almost unrecognizable to today’s business leaders.
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