In today’s digital context organizations face a growing imperative to redesign themselves to move faster, adapt more quickly, facilitate rapid learning, and embrace the dynamic career demands of their people. A growing number of leading organizations are taking the leap of faith to explore, experiment and adapt new ways of organizing and running their operations with the purpose of actively building organizational structures for effective value creation and high-performance in a digital economy.
Systems and processes serve an important role in any organization. This is something Ryan Holmes, CEO of Hootsuite, realized as his company has scaled from a few dozen to nearly 1,000 employees. Systems ensure that projects get done, quality is maintained and there are no surprises. The problem is that bad systems often end up in a kind of corporate Bermuda Triangle.
Written by Ryan Holmes, CEO of Hootsuite
A growing number of companies are starting to recognize, if you don’t get people and culture right, your efforts in every other area will ultimately result to nought. But building a Culture First organization is not about perks, or about being perfect, a perfect culture isn’t a culture, it’s a cult. Putting culture first means focussing first on employees, as the driver of company performance instead of concentrating first on the end result (profits to shareholders).
Article by Didier Elzinga, CEO of Culture Amp, on the Culture Amp blog
As digital transforms the business landscape, the successful organizations will likely be those that can move faster, adapt more quickly, learn more rapidly, and embrace dynamic career demands.
Article by Deloitte University Press
Promotion and adherence to justice seems to translate into beneficial workplace behaviors such as task performance and organizational citizenship behavior because fair treatment from managers may deepen employees trust, commitment, sense of being supported, and the quality of work relationships. The research brought forward in this piece suggests that living up to fair managerial behavior may be a cost-effective means to higher employees’ productivity.
Article by Pietro Marenco on ScienceForWork
As the world becomes more interconnected, value creation is shifting from the individual to the collective. Resilient, high-empathy teams will drive the best business outcomes.
Watch 8 Minute Video by Microsoft
What does it take for leaders to build and shape extraordinary organizations? It’s done in a continuous process, not in a single nor even in a series of discontinuous events.
Article by Seth Godin
In this panel session from the BetterWorks Goal Summit 2016, get answers to the most common questions about implementing objectives and key results (OKRs) directly from the father of OKRs — John Doerr, Chair at KPCB — and BetterWorks CEO Kris Duggan.
Watch 36 Min Video by BetterWorks
In 2015, startup guru Steve Blank made the concept of Organizational Debt popular with his article, “Organizational Debt is like Technical Debt but worse.” In it, he introduced and defined the concept of Organizational Debt as “all the people/culture compromises made to ‘just get it done’ in the early stages of a startup.” In this piece Aaron Dignan from The Ready unpacks how Organizational Debt manifests and what to do about it.
Just as organizations must adapt to better fit the demands of the digital age so must the nature of leadership evolve and change. The thing to keep in mind in the context of leadership in networked organizations is that the requirements of people in leadership roles differ from what they are currently used to. This article outlines three roles leaders can and must play as their organizations become more complex and less predictable.