From Peterme: As companies embrace the need to take user experience seriously, often their first step is to build out a “UX department.” However, the reality is that user experience is a phenomenon that emerges from an entire organization’s activities, not just the efforts of one team. There are (at least) six components that need to be aligned throughout the organization, which I’ve grouped into “The Why” and “The How”.
From Fast Company: In this exclusive excerpt from Creativity, Inc., Ed Catmull unveils one of his key management tools — the Pixar brain trust, which has helped the animation powerhouse score 14 box office hits in a row.
From Fast Company: Some of Pixar's most illustrious alums, steeped for decades in Pixar's potent creative culture, reveal how they apply the company's philosophies of success to their own ventures–and you can, too.
From Knowledge@Wharton: Apple delivered a successful run of historic innovations and positive financial statements under storied CEO Steve Jobs. But now the company — and Jobs’s successor, Tim Cook — must adjust to a new reality.
From strategy+business: Forget the monolithic change management programs and focus on the elements of your culture that drive performance.
From Jon Katzenbach and DeAnne Aguirre in strategy+business: CEOs are stepping up to a new role, as leaders of their company’s thinking and behavior.
From NY Times Magazine: Organizational psychology has long concerned itself with how to design work so that people will enjoy it and want to keep doing it. Traditionally the thinking has been that employers should appeal to workers’ more obvious forms of self-interest: financial incentives, yes, but also work that is inherently interesting or offers the possibility for career advancement. Adam Grant’s research, which has generated broad interest in the study of relationships at work and will be published for the first time for a popular audience in his new book, “Give and Take,” starts with a premise that turns the thinking behind those theories on its head. The greatest untapped source of motivation, he argues, is a sense of service to others; focusing on the contribution of our work to other peoples’ lives has the potential to make us more productive than thinking about helping ourselves.
From strategy+business: Conventional organizational structures may be obsolete. How about a model based on capabilities instead?