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Executives need to be a cross between Spider-Man and Simone Biles
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A growing number of US foundations are adopting practices based on systems change to achieve their goals in the current political environment.
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Research shows they’re more successful in three important ways.
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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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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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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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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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Five simple rules for foundations seeking to create lasting social change.
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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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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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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 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 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 […]