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Cultivating Success: Exploring the Link Between Organizational Culture and Business Performance

Leapfrogging

To delve further into the developmental aspects of organizational culture and how it can be shaped, explore our article on develop executive leadership to drive organizational culture change. Conversely, a weak or negative culture can hinder business performance, stifle growth, and lead to organizational dysfunction.

Culture 100
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Getting back to the Future about Innovation

Paul Hobcraft

The conversation series we are planning intends to discuss weak linkages across innovation and provide an organizing mechanism to bring these into a clear framework based on the work we have completed on the Executive Work Mat approach. Jeffrey and my opening discussion was outlining the series to come. We are always in pursuit of alignment.

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Working together to shape innovation for meaningful change

Paul Hobcraft

To support you in building out your innovation competencies, capabilities and capacity that requires a deeper investment in skill development in a culture of continual learning. A landscape and the navigation skills that provide the adaptability and agility needed for successful innovation in the current business landscape.

Change 173
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Why you need a faster, more nimble culture

Jeffrey Phillips

Strategy should be continually developed and re-evaluated, rather than developed once and put on a shelf. Not to mention that the new metrics most companies are governed by are now quarterly (at best) or monthly (at worst) EBITDA and other financial metrics. Every company has a culture.

Culture 157
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Using End-to-End Visibility to Scale and Streamline Automotive Production

Planview

A Shifting Reality for the Auto Industry Automotive companies are increasingly confronted with the intricate task of synchronizing software development timelines with deadlines for vehicle launches. This confluence of factors impedes their agility and responsiveness.

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Five Unicorn Scaleup Strategies

Leapfrogging

Drag in the business context often manifests itself at the strategic level and can be experienced by such adverse indicators as sluggish market moves, inability to change direction with agility, and companywide misalignment of strategies and objectives. Of course, not all friction is bad. Without innovation, inertia will govern speed.

Strategy 130
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The cost of delaying innovation

Jeffrey Phillips

The question management teams are asking and answering is: how can we manage our near term costs to keep the investors happy in the short run? Note that this is NOT a bad question to ask, because investors are constantly watching the effectiveness of the management team and want to see companies hitting their numbers.