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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. Adding Relevant Knowledge Objectives : Stay updated on industry trends and emerging technologies through continuous learning and investigation.

Change 174
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Cultivating Success: Exploring the Link Between Organizational Culture and Business Performance

Leapfrogging

Unpacking Organizational Culture Defining Organizational Culture Organizational culture embodies the collective values, beliefs, and principles of organizational members and is a product of such factors as history, product, market, technology, strategy, type of employees, management style, and national culture.

Culture 100
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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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How Ajay Banga can “write a new playbook” and become the World Bank’s most consequential President

Christensen Institute

sits at the helm of the world’s most prominent development institution. They include things such as the organization’s equipment, technology, cash, buildings, staff, intellectual property, brand, and many other assets. Banga has his work cut out for him. It’s resources, processes, and priorities.

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Understanding Data Governance and Who Should Own It

Acuvate

Data governance is the foundation for managing data efficiently and making the organization’s data reliable and trustworthy. The tenets of data governance are to establish methods, layout clear responsibilities and develop robust processes to standardize, protect and store data. Reduce costs that might incur due to bad data.

Data 45
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Developing a new framework for risk and innovation.

Paul Hobcraft

With technology disruption, business model disruption and growing competition, social and customer engagement challenges the ability to manage innovation is growing as a concern and in risk management. Embedding risk management and innovation competence within the structures developed. Risk is becoming an evolving capability.

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Developing a new framework for risk and innovation.

Paul Hobcraft

With technology disruption, business model disruption and growing competition, social and customer engagement challenges the ability to manage innovation is growing as a concern and in risk management. Embedding risk management and innovation competence within the structures developed. Risk is becoming an evolving capability.