Home » org-development
Our bookmarks on this topic are also at pinboard.in/u:unison/t:org-development/
From Margaret Wheatley in Leader to Leader Journal: Innovation has always been a primary challenge of leadership. Today we live in an era of such rapid change and evolution that leaders must work constantly to develop the capacity for continuous change and frequent adaptation, while ensuring that identity and values remain constant. They must recognize people’s innate capacity to adapt and create — to innovate.
In my own work I am constantly and happily surprised by how impossible it is to extinguish the human spirit. People who had been given up for dead in their organizations, once conditions change and they feel welcomed back in, find new energy and become great innovators. My questions are: How do we acknowledge that everyone is a potential innovator? How can we evoke the innate human need to innovate?
From LA Times: To survive its late founder, Apple and Steve Jobs planned a training program in which company executives will be taught to think like him, in ‘a forum to impart that DNA to future generations.’ Key to this effort is Joel Podolny, former Yale Business School dean.
From Forum: “The future of organizations today is primarily related to their capacity to learn.” — George Siemens. Does L&D in your organization develop the “capacity to learn?” Organizations have always needed to learn, and Learning & Development has traditionally been the owner and provider of learning. But George Siemens is saying more than that: The capacity to learn, not the subjects of learning, will define organizations of the future. So what does this imply for L&D?
From Tim Sanders: Speaking to 300 HR executives about their Net Worth, I had them start out by repeating after me: “I am not a cost center!” This was an important exercise, because too often we look at Human Resources as a staff function, like legal or corp communications. We treat sales like Rock Stars (because they bring in money). The marketing department has fat budgets (because they create demand for sales). Then, the product group is revered (because they bring new offerings to the table). This mentality needs to change. HR is the engine of growth for any company and here’s why.
From Knowledge@Wharton: Wharton management professor Ethan Mollick has a message for knowledge-based companies: Pay closer attention to your middle managers because they may have a greater impact on company performance than almost any other part of the organization. Mollick’s research, based on an in-depth analysis of the computer game industry, is presented in a new paper titled, “People and Process: Suits and Innovators: Individuals and Firm Performance.”
From strategy+business: Five factors make the greatest difference in fostering the new behaviors needed for a transformation. All of them reflect the basic importance of people in implementing and embedding change.