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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Do you want to lead an organization that's nimble and flexible so it thrives under conditions of change, complexity, and uncertainty? Of course you do. So first you'll want to distinguish change as a noun from change as a verb (stay with me here, you'll get value from this, I promise).

For more than a century, the business world has been conducting a huge, uncontrolled experiment in motivating people. In parallel, the world of academia has been scientifically researching the same subject.

Everything in life is a game. Someone is always keeping score. We're all being measured, whether we like it or not. Gamification is a technique that business leaders need to become familiar with in order to take advantage of this fact, since it takes measurement, behavior analysis, and engagement into the business setting in ways that can enable organizations to meet their objectives.

I've been reading a lot of articles lately about investors and analysts having lost faith in social media companies, particularly Facebook. Now, I readily admit that Facebook has made mistakes -- especially its hugely stock-deflating IPO debacle.

You may not like what you are about to read. Most senior executives are steeped in a way of thinking that was already obsolete when you learned it. It’s not fair, but that’s the way it is. More on how it happened below, but first....

Dear Agilist,

Everywhere I go I hear the same thing: "Culture and management are the major impediments to enterprise agile adoption."

Abstract

After several major software failures, the chairman of a Fortune 500 manufacturing company decided to embark on a corporate-wide software risk-reduction program.

The chairman of a large manufacturing conglomerate, a Fortune 500 company, was troubled by several major software failures of projects terminated before completion. He was also concerned with the dissatisfaction expressed by customers in the quality of the software the corporation produced and by the inability of software executives to explain why the problems occurred and what might be done to eliminate them.