Only a third of excellent companies remain excellent over the long term. Even fewer change programs succeed. These are the facts, yet these need not be the odds of success for your organization. Insightful advice (beyond common sense) and pragmatic methods (readily applicable) are available to help...
We all know that big, established companies struggle to respond to "disruptive" change. Blockbuster, HMV, Nokia, and Yahoo! are all current examples of companies that are struggling with this problem--they are trying to adapt, but are being held back by powerful and often invisible inertial forces...
Innovation can happen by chance, without a determined effort or specific methodology. But when it does, it's more like luck than strategic progress. While there is a role for serendipity in strategy – being able to take advantage of pleasant surprises -- too often, that's the only way companies approach innovation: with fingers crossed.
With the advent of new technology and the ever-growing and increasing demands for top and bottom line growth without additional headcount, it has become the imperative for organisations to find more e
What does this mean, "get back to basics?" Who knows how to do this? It can be difficult if we have lost the knowledge older better way of doing business.
MIX Maverick Lynda Gratton sees a future where more and more talented people will choose not to be part of a large company, but will want to work as micro-entrepreneurs in an ecosystem around large organizations.
In March at the Phoenix CIO Leadership Forum, Polly LaBarre kicked off The Adaptability Advantage Hackathon , a joint initiative between Gartner EXP and the Management Innovation eXchange (MIX). Working together, Gartner and the MIX invited a select group of IT leaders to crack a key issue : How can IT help organizations become more adaptable?
The Information Age has accelerated the speed of business. Old management models are crippling effective leadership. Leaders need more data. Social discovery helps bridge the information gap.
