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These companies failed because leaders did not want to hear bad news: The Ostrich Effect

Idea to Value

Have you ever worked for a manager or boss who did not want to hear bad news? This can be especially dangerous when the problem they are avoiding is that they are being disrupted , other companies are out-innovating them, an important project is off-target or performance KPIs are falling behind. Volkswagen.

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Don’t Lose Your Best People. Use the 9-Box Grid to Grow Your Future Talent.

Leapfrogging

Keep and develop your best people to create a high-performance culture and competitive advantage. In today’s disruptive world, competitive advantage relies as much on people as it does technology. Will likely become part of the future leadership team. Hiring good people is tough. Magazine column.

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Innovation project or Innovation Capability?

Jeffrey Phillips

I've been writing, speaking and consulting about innovation for over 15 years, and I'm constantly amazed by the different perspectives and definitions about innovation. Innovation theater is very similar to what ecologists call "greenwashing" and both are bad for their respective movements.

Project 209
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Building an Innovative Company Culture

Taivara

Building an Innovative Company Culture. Executives love talking about “disruption” nowadays, but very few companies can achieve truly disruptive results. The reason: before you can disrupt an industry, you need to disrupt your own company culture first. Contact Us. Conformity abhors change.

Culture 44
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Does culture eat strategy for breakfast?

Innovation 360 Group

Innovations that survive are most often those that are supported by an organizational culture that plans innovation strategically and maintains a portfolio of ideas that function well in relation to each other. Culture is the key to any successful organization but by itself is not enough to stay on top in a hyper-competitive world.

Culture 63
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KICKSTART CHANGE AND INNOVATE IN UNCERTAIN TIMES

ImagineNation

Yet, our research and experience at ImagineNation over the past 10 years has revealed that many governments, communities, organisations, teams, and leaders, feel somewhat – but not very – confident in their readiness, competence, and capacity to change and innovate in a world of unknowns. Strategy #3.

Change 52
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Creating high-performing and faster-moving teams

ImagineNation

It is described as the “blueprint for forward-thinking business leaders and managers that will help them create high-performing and faster-moving teams and companies”. By drawing on the wisdom of their coach to help them manage and lead their people to be more effective in their jobs, and to grow and develop.