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Jerry Sternin’s job was to help save starving children in Vietnam. Faced with an impossible time frame, he adopted a radical approach to making change. His idea: Real change begins from the inside.
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When the business landscape was simple, companies could afford to have complex strategies. But now that business is so complex, they need to simplify. Smart companies have done just that with a new approach: a few straightforward, hard-and-fast rules that define direction without confining it.
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Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan their flames.
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After-action reviews identify past mistakes but rarely enhance future performance. Companies wanting to fully exploit this tool should look to its master: the U.S. Army’s standing enemy brigade, where soldiers learn and improve even in the midst of battle.
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We waste billions of dollars each year on entirely preventable mistakes. The biggest tragedy is that software failure is for the most part predictable and avoidable. Unfortunately, most organizations don't see preventing failure as an urgent matter, even though that view risks harming the organization and maybe even destroying it. Understanding why this attitude persists is not just an academic exercise; it has tremendous implications for business and society.
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The Knowledge-Creating CompanyNonaka, I. - 2007, July 1 - Harvard Business Review, July–August 2007
Editor’s Note: This 1991 article helped popularize the notion of “tacit” knowledge—the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads. Years later, the piece can still startle a reader with its views of organizations and of the types of knowledge that inform […]
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This post is part of an HBR Spotlight examining leadership lessons from the military This is the first in a series on the four aspects of VUCA, a framework used by the U.S. military to describe the environment in terms of volatility, uncertainty, complexity, and ambiguity. Do challenges and opportunities that once took days or […]
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This post is part of an HBR Spotlight examining leadership lessons from the military. It’s the second in a series on the four aspects of VUCA, a framework used by the U.S. military to describe the environment in terms of volatility, uncertainty, complexity, and ambiguity. The frenetic pace of our environment, brought on by volatility, […]
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This is the third in a series on the four aspects of VUCA, a framework used by the U.S. military to describe the environment in terms of volatility, uncertainty, complexity, and ambiguity. Our complex environment demands a perspective that goes beyond viewing threats and opportunities as collective; we must see them as interactive. Leading through […]
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This is the last in a series on the four aspects of VUCA, a framework used by the U.S. military to describe the environment in terms of volatility, uncertainty, complexity, and ambiguity. Diversity and global reach introduce ambiguity to the environment; therefore opportunities and challenges must be appreciated from multiple aspects, not just our own […]
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New research shows surprisingly high numbers of out-of-control tech projects—ones that can sink entire companies and careers.
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Five simple rules for foundations seeking to create lasting social change.
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For the past 20 years, the theory of disruptive innovation has been enormously influential in business circles and a powerful tool for predicting which industry entrants will succeed. Unfortunately, the theory has also been widely misunderstood, and the “disruptive” label has been applied too carelessly anytime a market newcomer shakes up well-established incumbents. In this article, the architect of disruption theory, Clayton M. Christensen, and his coauthors correct some of the...
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As last year began, the app developer Pixite held its company retreat at a converted Old West movie set outside of Palm Springs. They spent a few days dreaming about the future while eating...
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Mark Johnson wants to beat the United States Department of Agriculture at its own game: predicting yields of America's crops. The USDA puts boots on the ground, deploying hundreds of workers to...
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Why the Problem with Learning Is UnlearningBonchek, M. - 2016, November 3 - Harvard Business Review
Don’t get stuck in your current ways of thinking.
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Research shows they’re more successful in three important ways.