Organization change is the key to innovation. So, no change, no innovation. Or is it no innovation, no change? Well, change …
I transitioned into a human capital focus gradually over my career. My collected experiences just overwhelmingly led me to realize without …
Your small business does not have the culture to succeed as a big business.
Initial ad hoc procedures may prove to drive those early revenues and perhaps the same procedures can manage a firm’s expansion to 30 employees, 75 employees, or 100 employees.
As the growth of a firm increases the amount of interactions and the dynamics of each interaction become more important. Repeatability, scalability, and human capital strategies are vital to have in place before growth.
With a Competing Values Framework your current culture and future culture present present your roadmap for intentional growth.
July 2010 in review. A roundup of blogs from the previous month: Organization sabotage and the butterfly effect — As a …
Whether strategic or tactical, mandated or self-initiated, change happens in organizations with or without warning.
Organizations are, quite simply, made up of social interactions: groups of people.
People are the heart of organization change.
To run a team, manage a group, or lead an organization means you line people up yell, “ready, steady, go” and we folk hum along without need, guidance, motivation, communication, or care for anyone but the organization.
The reason a professional might call for an organization intervention comes from the feeling of organization sabotage.
Something is wrong.
Someones needs help.
We need to intervene.
Classic change theory: leadership drives change and leadership needs to commit for change to work. Seems to make sense, but in …
An organization builds a culture of success when it can take a strategy, identify and prioritize the most important projects within …
Frameworks and theories that rely on past events ignore all opportunity for organizations to interact in an interdependent co-generative way: systems theory.
Systems theory and systems thinking relies on interface, feedback, organizational goals, input, throughput, output, differentiation, and integration.
Overwhelmingly, organizations rely on process analysis to identify opportunity for savings. Process analysis is most commonly identified as change management. Change …
Organizations are made up of people, more specifically teams of people who interact through multiple relationships and networks.
Just as people learn and change, organizations can cultivate people and team development to align and support an organization’s growth.
One industry is not more complex than another. It is not the industry that demands an organization norm. Organizations are made and conceived as products of human interaction and social construction rather than an expression of an underlying industry, natural order.
People form the organization, the accumulation of organizations make up an industry segment.
People drive an organization’s effectiveness, mood, and culture. Not process, not technology, but people.