Harvard Business Review

APRIL 9, 2024

The author identifies three things that need to change: 1) Clumsy, jargon-heavy communication, 2) disconnected and decoupled DEI goals and programs, and 3) nonexistent or vanity DEI measurement.

Change 96

Change Groups 96

Harvard Business Review

APRIL 11, 2024

Further analysis found that 48% of managers are at risk of failure based on two criteria: 1) inconsistency in current performance and 2) lack of confidence in the manager’s ability to lead the team to future success. Ultimately, one in five managers said they would prefer not being people managers given a choice.

Management 136

Management Analysis Report How To 136

IdeaScale

MAY 28, 2023

In the first two parts of our three-part series, we explored the unique challenges of innovating in India (Part 1) and the origins of these challenges in the country's culture, history, and institutional structures (Part 2).

Innovation 189

Innovation Culture Strategy Strategy 189

Harvard Business Review

FEBRUARY 23, 2024

In this article, the author outlines four questions to ask yourself before you transition into a new field: 1) What’s motivating the change? 2) What’s the smallest way to test your hypotheses? Changing careers can be an exhilarating way to keep yourself intellectually engaged, but it inevitably entails some risk.

Change 129

Change Engagement Learning Management 129

Values Centered Innovation

JANUARY 9, 2019

Part 1 of 2: Attuning for extraordinary teamwork. In BC, the 2 teams “racing” to finish 2nd shifted out of the competitive mode after 5 days. Questions like these led the 2 Eco-Challenge teams to realign the purpose of their teams from pure competition against other teams to an expedition of competing against the course.

Competition 40

Competition Guidelines Course Exercises 40

Destination Innovation

DECEMBER 27, 2021

A brilliant spoof on Facebook’s Metaverse. Guinness – Welcome Back. Focussing on the anticipation of the return of drinkers to the pub after the lockdown. Nike – Play New. Let’s celebrate failure – how lateral is that? Heinz – Draw Ketchup. Simple, clever and touching.

Creativity 339

Creativity Innovation Marketing 339

Harvard Business Review

APRIL 19, 2024

They offer seven questions to ask yourself to help you sort it out: 1) Is the workplace toxic? 2) Do you feel depleted? 3) Are you miserable or are you bored? 4) Is there anything about the job you enjoy? 5) Are you really giving it your best effort? 6) Do you need different friends?

Change 119

Change Management 119

Idea to Value

DECEMBER 15, 2021

An exchange between two people might happen like this: Person 1 “I have a new idea. It is a sandwich shop where you bring your own ingredients, so you know what goes into your food ” Person 2 “Yes, but that won’t work because people want the convenience of other people preparing everything” Person 1 “Oh.

Training 201

Training Ideation Groups Industry 201

Idea to Value

DECEMBER 21, 2021

But what I find fascinating is that during REM sleep, one part of the brain called the Dorsolateral Prefrontal Cortex actually reduces its activity ( Source 1 , Source 2 , Source 3 ). This phase of sleep is associated with intensive dreaming. The link between REM sleep and improvisation.

Creativity 250

Creativity Training Study 250

Harvard Business Review

MARCH 21, 2024

Although conventional wisdom suggests that companies should look for growth opportunities close to their core businesses and capabilities, the author points out that diversification can be an effective growth strategy, as long as you follow four rules: 1) focus on the business unit; 2) let the business units drive their own strategies; 3) appoint business (..)

Strategy 114

Strategy Strategy Culture Company 114

Carla Johnson

OCTOBER 24, 2023

October 24, 2023 Great ideas aren’t exclusive to naturally creative people. They can come from anyone, anywhere, at any time. What sets great innovators apart from others isn’t just that they come up with ideas, but how they nurture and develop them into something that makes a difference. They tweak and evolve their process until […]

Design Thinking 26

Design Thinking Design Creativity Innovation 26

Harvard Business Review

MARCH 11, 2024

In this article, the authors outline four advantages to opting for this nondisruptive route: 1) It allows you to avoid direct confrontations with established incumbents. 2) It is an effective way to respond to full-on disruption. 3) It makes it easier to secure support from internal stakeholders.

Disruption 127

Disruption Innovation Industry Marketing 127

Harvard Business Review

JANUARY 26, 2024

In this article, the author offers six guidelines to consider when initiating discussions with stakeholders, whether they’re customers, partners, or employees: 1) Structure your prompts the right way. 2) Utilize reflective and thoughtful probing. 3) Convey empathetic language and humility. 4) Harness humor, playfulness, and emotions.

Generative AI 130

Generative AI Guidelines Management 130

Harvard Business Review

JANUARY 12, 2024

Based on their research into employees’ comfort with AI in management, as well as their decades of research on the qualities of effective leadership, the authors identify the promise (and perils) of AI-enabled management, as well as the three uniquely human capabilities leaders need to focus on honing, especially as AI begins to figure more in management: (..)

Leadership 137

Leadership Management Artificial Inteligence Learning 137

Harvard Business Review

APRIL 24, 2024

Their findings offer some guidelines for companies who hope to design and successfully market upcycled products: 1) Designers should consider using components from other industries to enhance the appeal of their products and encourage cross-industry collaboration; 2) Product designers and managers should identify new uses for product components; 3) (..)

Guidelines 96

Guidelines Design Marketing Creativity 96

Harvard Business Review

APRIL 16, 2024

To increase your company’s chances, you need to: 1) Enlist your very best middle managers. 2) Empower the middle to sponsor transformative changes. Successful transformations harness the collective wisdom of middle managers and teams. Transforming a business demands a blend of creativity and ingenuity.

Management 105

Management Change Creativity Innovation 105

Harvard Business Review

DECEMBER 5, 2023

When executing strategy, companies typically fall into one or more of three traps: 1) They let too many people weigh in; 2)They plan a lot of activity but do not specify concrete actions; and 3) They tend not to build in accountability into execution. The result is that. lot a good strategies never take off.

Strategy 139

Strategy Strategy Company How To 139

Harvard Business Review

MARCH 18, 2024

The new age of flexible of work has encouraged a culture of overwork, which is proving to be harmful to the mental health of employees.

Culture 127

Culture How To Change Learning 127

Harvard Business Review

MARCH 6, 2024

In this article, the author outlines five strategies to boost your visibility: 1) Speak up early in meetings. 2) Take the pressure off. But that doesn’t have to come at the cost of becoming someone you’re not. Even as an introvert, you can find ways to play to your strengths. 3) Ditch self-deprecation. 5) Show gratitude.

Meeting 118

Meeting Strategy Strategy Management 118

Harvard Business Review

MARCH 4, 2024

But being overly humble can potentially diminish your perceived authority in three ways: 1) You may be perceived as indecisive; 2) You may hinder your career advancement; and 3) You may be limiting your team’s development.

Leadership 121

Leadership How To Strategy Strategy 121

Harvard Business Review

JANUARY 4, 2024

The structure is comprised of three simple questions: 1) What: Describe and define the facts, situation, product, position, etc. 2) So What: Discuss the implications or importance for the audience. In other words, the relevance to them.

Meeting 144

Meeting Management 144

Harvard Business Review

JANUARY 10, 2024

She suggests three nontraditional KPIs to track instead to boost engagement: 1) team success, 2) innovation and new ideas, and 3) trends. As the employee disengagement trends upward, the author suggests dispensing with these surveys and reinventing them internally, tailored to your organization’s unique context.

Survey 119

Survey Engagement Trends Innovation 119

Harvard Business Review

JANUARY 26, 2024

There are three immediate challenges for companies that want to train fine-tuned AI models: 1) they require extensive, high-quality data — a scarce resource for many enterprises, 2) third-party AI models can include problematic biases, and 3) training fine-tuned models with users’ personal data may result in privacy violations.

Data 126

Data Collaboration Company Training 126

Harvard Business Review

APRIL 5, 2024

From his experience, he shares four strategies to unlock creativity in trainings: 1) Encourage “What if?”, 2) respond “How else?” The author, the former Head of Innovation and Creativity at Disney, argues that creativity is the missing piece to make upskilling engaging and effective.

Learning 98

Learning Training Creativity Engagement 98

Harvard Business Review

MARCH 8, 2024

Companies should consider a few suggestions when thinking of whether and how to onboard these tools: 1) choose performance over novelty, 2) combine GenAI with tools like vector databases, 3) never forget the human-in-the-loop, 4) trace your data, and 5) have realistic expectations.

ChatGPT 109

ChatGPT Generative AI Tools Data 109

Harvard Business Review

DECEMBER 14, 2023

In the face of uncertainty and inflated expectations, Gartner research has identified five forces that will keep the pressure on executives to keep learning, testing, and investing in the technology: 1) Board and CEO expectations; 2) Customer expectations; 3) Employee expectations; 4) Regulatory expectations; and 5) Investor expectations.

Generative AI 133

Generative AI Roadmap Technology Learning 133

Harvard Business Review

APRIL 9, 2024

Layoffs are trauma-inducing for an organization and its employees. When handled badly, some people (and organizations) never fully recover.

Management 100

Management Resources Leadership 100

Harvard Business Review

DECEMBER 4, 2023

They should: 1) redefine jobs as a collection of a skills and tasks, not titles, 2) bring skills and workforce learning to the center of talent management, and 3) embrace AI to focus teams on human-to-human collaboration.

Management 134

Management Collaboration Learning Change 134

Harvard Business Review

DECEMBER 22, 2023

To remove these bottlenecks in businesses, the author outlines the signs of a bottleneck leader and three strategies to delegate responsibilities and allow high-potential employees to take on more ownership: 1) Figure out who your rock-solid, high-potential employees are, 2) start delegating responsibilities for permanent ownership transfer, and 3) (..)

Strategy 133

Strategy Strategy Management 133

HYPE Innovation

AUGUST 27, 2021

In this article, we will review (1) how to establish an innovation structure, (2) how to manage innovation at scale, and (3) how to measure success. In the second article of our three-part series, we dive into the “how” by exploring how to create a structure within your legal practice that supports collaborative innovation at scale.

Innovation 246

Innovation Collaboration Management How To 246

Harvard Business Review

JANUARY 10, 2024

based office workers and identified five key behaviors that set these teams apart: 1) They don’t leave collaboration to chance; 2) They keep colleagues in the loop; 3) They share credit; 4) They believe disagreements make them better; and 5) They proactively address tension.

Team Building 126

Team Building Collaboration Management 126