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23 Dec 09

The 4 Key Ingredients Of Great Organizations

In this environment, companies need to evolve into what I call an Aligned Enterprise which I’ve defined as:

An organization that acts cohesively and embraces change in its environment

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alignment alignedenterprise leadership design engagement responsiveness adaptability customers

- Purposeful leadership. Establishing and maintaining a clear and compelling vision for where the organization is heading and why it’s going in that direction.
- Adaptive design. Infusing the realities of the marketplace (customers, suppliers, technology change, etc.) into the creation and evolution of products, services, and processes.
- Customer-responsiveness. Increasing the magnitude and speed with which an organization learns from, and responds to, customer feedback.
- Employee engagement. Building strong commitment from employees through alignment of hiring, on-boarding, training, coaching, communications, and incentive programs.

19 Aug 09

Gary Hamel: Adaptability is the Key to Survival in the Post-Establishment Age

The point Gary Hamel drives home is that our business and economic environment has irrevocably shifted toward higher volatility and accelerated change. The sundering of companies from healthy industry positions to crisis mode in relatively short order demonstrates the need for updating management philosophies.

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garyhamel innovation management adaptability

Adaptability is a critical strategy. It means that companies pivot as they learn new information about their markets, competitors and changes in customer behaviors. As noted in a recent Wall Street Journal article noted, companies can try more ideas faster and less expensively than ever:

21 Feb 09

Gary Hamel’s Management 2.0 : Moonshots for Managers

If you’re a professional manager, here’s a question for you: What’s the obstinate, knotty management problem you’re working to solve—the one that bedevils your organization, that lies beyond the boundaries of best practice, and has no obvious solution? In other words, are you working on anything that might advance the state of the art in a fundamental way? Are you aiming to fundamentally improve the technology we use to mobilize human resources to productive ends—that is, the technology of management? If no, why not?

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organization management adaptability innovation engagement socialconsciousness management2.0

Adaptability: In a world that is all punctuation and no equilibrium, organizations of all sorts must become as adaptable and resilient as they are focused and efficient. The problem: Typical management processes reflexively favor more of the same and discourage pre-emptive change.
Innovation: In globalized markets, where companies must compete with “everyone from everywhere for everything” as the 2008 book “Globality” puts it, across-the-board innovation is the only protection from the Schumpeterian winds of creative destruction. The problem: Most management processes were built to promote conformance and alignment rather than contrarian thinking and bold experimentation.
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- Engagement: In the “creative economy,” where knowledge advantages are fleeting and entrepreneurial genius is the key to value creation, institutional success depends on the willingness of employees to bring the gifts of initiative, imagination and passion to work each day. The problem: Traditional management systems, while good at compelling obedience and harnessing expertise, typically fail to engage the emotional and spiritual energies of employees.
- Social Consciousness: In an age where executives are widely perceived as selfish and socially irresponsible, there is a growing pressure on commercial organizations to be more proactive in helping to advance social goals. The problem: Legacy management models often perpetuate a dangerously narrow view of corporate interests, and encourage managers to adopt a defensive posture when confronted with new stakeholder demands.

23 Jul 08

Changement: Pour un salarié adaptable ?

Le monde n’arrête pas de changer. Faut-il être « adaptable » pour y devenir centenaire ? Non. C’est l’organisation de la société qui absorbe la compexité du changement, et qui nous le traduit en un changement qui convienne à notre capacité d’adaptation. Ce faisant elle nous permet une spécialisation accrue. Einstein peut découvrir la relativité sans avoir à se préoccuper des exigences de l’économie.
Notre comportement est piloté par des règles visibles (les lois) ou invisibles (la politesse). Les modifier permet de le transformer sans douleur.

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