Management

The Eleven Change Roles

The Eleven Change Roles

Change can be complicated, change can be confusing, and change can be difficult to successfully implement in any organization. This is why 70% of change initiatives have been found to fail. To help make change less overwhelming, and instead more visual and more collaborative, I set out to create the Change Planning Toolkit™ for project managers, change managers, and leaders everywhere to ...

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Experiments in Talent Retention

talent-300x228

A fallacy about organizational management prevents many firms from getting the best out of their best people: the notion that everyone who excels in their jobs will eventually become managers, directors, etc. True, some may have a talent for management, while others flourish in active roles that have nothing to do with managing. Yet, the “up or out” paradigm that exists in ...

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Facing the New Innovating World in the 21st Century

emergence-and-discovery

This week my research was moving around issues of complexity within innovation and I came across a great paper, written by Deborah Dougherty called "Organizing for innovation in complex innovation systems". Dougherty is attempting to reframe these into problem resolutions from breaking down discovery into four distinct channels. I liked this thinking.

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Middle Managers as Engines of Change

Product Managers Leading Virtual Teams

The captain may be in the bridge, but is the engine room operating on all cylinders?  Last week I wrote about the importance of leadership and change. Nothing happens until the top leadership says so. Leaders have this organisational power because they choose the incentive systems, the values and behaviours that create cultural norms. But when driving change at a pragmatic ...

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