Obstacles to scaling agile in the public sector are not to be underestimated. But governments that succeed can deliver faster and better, and more cost effectively.
A new approach enables companies to realize the true potential of corporate transformation, even in a world of constant and dizzying change.
The test-and-learn practices of software development, which help reduce complexity and bureaucracy, travel well across industries.
Retailers seeking growth have run up against a brick wall. They can scale it with new ways of working.
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Traditional leadership models are out of date.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.
Company leaders must acknowledge their blind spots, respond to the needs of diverse groups, and focus on the measures that really work.
Although women make up the majority of health care employees, men still dominate the corner office. Here are six ways to give women a fair shot at the top.
To build the digital workforce that the future demands, companies must recruit—and retain—women.
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.
Many highly accomplished women find themselves accepting very high-risk (some would say sure-to-fail) challenges during their careers. It’s been described as a ride off a “glass cliff.” Women understand the risks, but they take them anyway and are often set up to fail. What can women do and how should leadership opportunities be evaluated to avoid the glass cliff phenomenon?
In the competition for talent nobody can be ignored, especially potential employees who would seem to have a natural affinity for the company and the job: alumni and workforce returnees. Companies that step up their efforts in these areas should realize almost immediate benefits.
It’s good that millennials know what they want. They should ask for it. But while they’re asking they also need to be prepared to talk about the value they’ve brought to the company. They need to answer the question: What have you done for me lately?
Corporate reorganization efforts fail more often than not because they violate some of the cardinal rules of business and management: first, that structure needs to follow strategy, not the other way around, and second, that communication and “buy in” are necessary for success.
Analytics can be a helpful tool in the business of sports and in most other businesses, but it's not a talisman. There’s no magic involved. If it can help you improve by a small amount, that may be all that’s needed to tip the scale in your favor, giving you an advantage over your competitors.
Most venture capitalists and angel investors are interested in just one thing: getting into a potential blockbuster business early, on the cheap, and making a killing. Convince them that “that business” is yours and the gender investment gap will disappear.
Successful CEOs manage to ring all the bells during their tenure: improving their company’s competitive position, delivering strong and sustained total shareholder returns, and leaving their successors with a thriving business with no hidden time bombs when they pass the baton.
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.
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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