Shifting the responsibility for development to the organization takes away proficiency. Shifting it to the employee ends loneliness.
We learn about different leadership styles. Although in common business practice, one – the ancient one – prevails.
Team more important than structure. Roles are important, but secondary to the team’s ability to work together.
“I don’t have time to develop people.” This sentence uttered by a supervisor has consequences. And they are costly.
Instead of leaving people with a new competency one at a time, I am building a process where the responsibility for learning is shared.
Many projects end in neither success nor failure, but fall into the strange category of “design peculiarities.”
The 21st century is the age of projects,incredible investment in these skills. And yet. most projects fail. Why?
Whether you manage yourself will determine whether people follow you. Or whether they pull your ears.
Development strategies are usually dominated by two strategies. Although there is also a lesser known one.
But extremely effective.
When there is no time for draft versions, you need to have a battle-tested system on hand.
7 Kata of effective chaos management.
The Titanic did not sink because the iceberg was not seen. It sank because it was believed to be unsinkable.
I propose to confront two practices: the “open door” policy and the “na gemba” presence
It may surprise you, but at the end of the day, the system will win out over talent. And that’s for three reasons. They are worth exploring.
Lean today needs a new, lightweight, free-flowing framework for proceeding. Otherwise, as sluggish, it will not keep up with the dynamics of change.
In a world of rapid change, the sword no longer matters. What matters is armor that cushions blows and allows you to grow under pressure.
SWOT, VRIO, BCG matrix, roadmapping was a good two decades ago.
Not today in a world of curved reality.
In change management, leaders fall into two extremes: from trashiness to dumbing down.
And it happens almost every time.
Innovation is key for any organization. But what kind? Shore-based or quantum? Which one to choose and when to choose one?
People trust leaders when they tell the truth. Obvious? Not necessarily. Three situations test a leader’s truthfulness.
Three suits in projects What do they have to do with project success? The Musketeers, the British SAS special forces…