“This economic crisis doesn’t represent a cycle,” says Jeffrey Immelt, the CEO of General Electric, about The Great Recession. “It represents a reset. It’s an emotional, raw social, economic reset. People who understand that will prosper. Those who don’t will be left behind.” We are living in the Age of Mass Customization, a term coined » Read More
I was on my way to a meeting, driving on the freeway in blinding rain and happily singing along with the radio. Suddenly, there’s a semi-trailer on either side of my car, both churning up road mist and throwing off their own back-splash of rain. I couldn’t see a thing. No more singing as I’m » Read More
This post is the fourth in a series that began here summarizing the findings of a one-year study of workforce leadership. Through that process, we identified six practices next-generation leaders use to be effective; a new model of leadership we call WEadership, in a nod to its collaborative nature. ______________________________ The Speed of Life For » Read More
This post is the second in a series that began here. We are summarizing the findings of a one-year study of workforce leadership and through that process, we have identified six practices next-generation leaders are using to be effective; a new model of leadership we call WEadership, in a nod to its collaborative nature. Practice » Read More
The success of a company lies in the ability of its leader. A great leader like Lee Iacocca can help a company on a verge of going out of business to recover its position in the market. A leader inspires people to achieve things they otherwise cannot do themselves. Great leaders create a vision and » Read More
Many “idea people” in Corporate America view their employers as inefficient and broken. These frustrated workers have ideas to fix the system but too often hold back due to real or perceived road blocks. How do you challenge broken processes or sacred cows respectfully, without stepping on toes?
Wondering how to rekindle creativity in your workplace? Meet IBM Fellow John Cohn, Ph.D., an idea powerhouse who has been at IBM for 29 years. He shares six observations about how to keep innovators engaged and on board.
Idea people gravitate toward all things new and have little patience for inefficient processes and corporate silos. They can live in any department at any level of any organization. They can be any age, any color, male or female. To you as a manager, they may represent a breath of fresh air in your department or a colossal thorn in your side. Regardless of how you feel, idea people may be the key to your organization’s future. The question is…how are you engaging them today?
What is your organization’s claim to fame—operational excellence, customer intimacy or product leadership? How are you doing in the other two areas? If your focus is customer intimacy, do the employees who personally excel at operational excellence and product leadership feel engaged or disenfranchised in your workplace?
Even with idea of collaborative leadership in “flat” organizations, many consider “leadership” as a permeating force that ebbs and flows in and over every nook and cranny of an organization. An example is when the end user is included in the development of the process and their voice actually has measurable value. Leadership taking on » Read More
Recent Activity
