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Sage Advice on Wiki Adoption: The Pitfalls
If you focus on giving people access, guidance, and motivation vs. rules, consequences, and quotas, they’ll deliver a stunning amount of success
Headshift :: The Museum and the Zoo
We think the organisation differently.
We think processes differently.
We think management differently
Principled Innovation LLC » Strategic planning vs. strategic imagination
This is the definitive explanation of what is wrong with strategic planning in any form: it is grounded in the belief that tomorrow must be like yesterday.
Psychischer Druck im Büro steigt
Immer mehr Berufstätige leiden laut einer Studie unter psychischen Störungen. Als Gründe nennen Psychologen ein ganzes Bündel von Problemen - vor allem deutsche Manager müssen sich harsche Kritik gefallen lassen.
People are more likely to share information if they know why | Bertrand DUPERRIN's Notepad
KM tools fails to meet expectations because they neglect the people behind the screen…
Harvard: How to Predict Business Surprises & Disasters
HBS Working Knowledge has a quartet of essays on how you can anticipate surprises, manage disasters vis a vis your team, and ultimately, learn from failures when they occur.
What Innovators Can Learn From Vegas Card Counters
As a manager/engineer/geek, do you want to take on career assignments where you know up-front your chance of success is only 2.5% ?What works as a risk-mitigating portfolio for the company does not (...) work at the level of individual employees
Video: Ricardo Semler's Open-Capitalism
Open-capitalism is thriving at Semco, and one of these days, it will show up in your industry. What strikes me though is the fact that this model can be used in non-profits, in government and even in the fields without hope - like education.
Justifying Innovation
Focus on the innovation capability or program over the long run. Second, if innovation is really important to your firm, why do you need to justify it at all?
Engineers without Fears: the absurd
Farson is a writer more in the tradition of Nietzsche. He is less interested in the six things you need to do tomorrow to become an effective manager and more concerned with provoking you into thought and self-reflection
Neun Zeichen – Woran man inkompetente Manager erkennt ... auf Karriere-Bibel
Neun typische Merkmale inkompetenter Manager
Soft Skills im Führungskontext
den Zyklus, in dem Personen in hohen Positionen ihren Erfolg selbst ruinieren
21st Century Organization: The Networked CEO
with all the social tools we have for collaboration, the democratizing effects of the internet and the complex demands of a globally connected economy management is still operating with much the same 20th century models - for NOW
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