Immensely successful companies are constantly embracing innovation, testing new boundaries and experimenting with new product development. Large enterprises, such as GE, have built and acquired dozens of new divisions spanning multiple industries.
An African proverb suggests: If you want a different dance, change the music. In other words: To see different moves and different actions, find the factors that drive the behavior and alter them.
The way we do business has dramatically changed in the past 30 years: We work in decreasingly hierarchical workplaces; we often interact in flexibly changing work-groups, projects, or team settings; we overly rely on technology;
When launching a new product, seeing a change process through, or simply trying to achieve a new goal, where the rubber hits the road is whether you can inspire new behavior in yourself and others – or not.
At time when change is frequently considered the norm, the majority of literature and blogs seem to focus on how to facilitate organizational or personal change. The sheer number of such contributions seems to infer that change is easy — as if there was a method or a mindset that would fully guarantee success regardless of the circumstances.
Every day we read articles that claim that a company's culture can be systematically and predictably changed. Along the same lines, companies voice
A recent study discussed on Brand 1 shows that as the processes in most companies become more highly optimized, many organizations begin to more closely resemble bureaucratic administrations than thriving business entities.