Business Transformation Requires Transformational Leaders
Leadership and teaming skills are front and center in times of rapid change. Meet today’s constant disruption head on with expert guidance in leadership, business strategy, transformation, and innovation. Whether the disruption du jour is a digitally-driven upending of traditional business models, the pandemic-driven end to business as usual, or the change-driven challenge of staffing that meets your transformation plans—you’ll be prepared with cutting edge techniques and expert knowledge that enable strategic leadership.
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It’s one thing to talk about new ways of working and cultural change, but the actions of the leader count. Bob Galen asks, “How are you showing up?” Galen suggests that changing yourself is a more decisive action to enable your people. He asserts that culture shaping happens whether by design or not, so it’s far better for leaders to be aware of this fact and act intentionally.
The authors suggest that although none of us would choose a 10-year-old computer for our work today, many executives persist in using outdated leadership models and behaviors. They say leaders who want to elevate their capabilities must start by knowing why they lead, then update their behavioral algorithm using the Innovative Leadership framework.
Teamwork effectiveness models are based on accumulated empirical observations and reasoned arguments, and identify and describe key factors necessary for effective teamwork. Our model, tailored for Agile practitioners, offers insights into effective Agile teamwork and explains how certain Agile practices support it.
Customers are more demanding than ever. In this Executive Update, we explore two questions related to meeting customer expectations: To what extent are you incorporating your customers’ reality into your product development processes? How can a rigorous voice of the customer (VoC) solution help your company grow with significant and sustainable margins?
In this Advisor, we discuss the idea that managers can and should use softer, psychological skills to build and maintain successful teams.
This Executive Update describes the strategy execution challenges companies face today and shares some ideas for bridging the gap. With a new vision for strategy execution, leadership, and a commitment to action, organizations can transform their end-to-end strategy execution from a disconnected set of activities to an organizational capability.
Corporate innovation often produces severe, unintended social consequences. Even as innovation creates value for a firm, it can destroy value within other systems. Here, the authors propose that companies move away from the traditional innovation model focused on the firm to a systems innovation model focused on the firm and its products in relation to other systems.
Kevin Brennan outlines how Lean and Six Sigma process management systems could be changed to redefine waste in ways that capture environmental impacts. These models historically seek to eliminate waste in production processes by defining it as anything that does not contribute to increasing customer value. Brennan argues that this customer-centric definition of waste should be broadened to recognize that a focus on customer value leads to practices that reduce environmental quality.