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Recent Posts
- To get better complaints: help the customer to complain
- Systems thinking for middle managers: workplace democracy in action.
- In the age of social media, will your Chief Executive sort your mail?
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- Privacy and the right to be forgotten: who owns your personal information?
Top Posts & Pages
- Tesco, horsemeat, and how to write an apology letter.
- More words and phrases that kill customer service
- The myth of the rogue employee: rotten barrels create rotten apples
- To get better complaints: help the customer to complain
- RBS vs. Lehman Brothers failures in leadership, culture, and regulators.
Category Archives: learning organisation
Systems thinking for middle managers: workplace democracy in action.
As middle manager, I have been thinking a lot about how I do my job. As a colleague explained to me, “We are the jam in the sandwich.” I liked the idea because it shows a central, sweet, and connective … Continue reading
Is augmented reality the future for archives in a digital age?
I have been thinking about the future of archives for the next 20 years and how services will be delivered. I am interested in how the public (archive users) will access the archives. In particular, I am interested in how … Continue reading
Four questions for George Entwistle at parliament on 23 October 2012
When George Entwistle answers questions before the Culture, Media, and Sport Committee on Tuesday 23 October 2012, the committee will face several challenges. First, the committee will show the public’s interest about the withdrawal of the Newsnight programme. On the … Continue reading
What you allow to interrupt you defines your priorities
We often hear management gurus advising us that effective and successful leaders know how to prioritise their work and the work of their company. To an extent, they are correct. What is left unsaid and not discussed is how those … Continue reading
Are we all managers now?: the rise of the self-organising organisations.
The future of manager is connected to the future of work. There has been talk of the self-organising organisation, which would cut or end the need for managers. Instead, we are all managers now. The future of work will be … Continue reading
Leadership is not a conversation
Despite the claims of Groysberg and Slind at Harvard Business Review, leadership is not a conversation because staff do not listen. The staff do not listen because what is being presented as a “conversation” or a “dialogue” is instead a … Continue reading
Has horizon scanning failed the public sector by its inability to scan the financial crisis?
In 2008, I attended The February meeting of the FAN Club (Future Analysts Network). This was a meeting jointly hosted by Foresight Horizon Scanning Centre and the Cabinet Office’s Strategy Unit. The meeting was there to discuss the horizon scanning … Continue reading
The new renaissance paradigm: dream or nightmare for technological talent?
Within the social media revolution an idea has developed that we are seeing a new Renaissance. The idea is that a New Renaissance Paradigm in which those who create content can avoid the middle man that traditionally help them to … Continue reading
Posted in change, change managment, innovation, leadership, learning organisation
Tagged Apple, Business, Facebook, Google, Organization, Renaissance, social media, technology
1 Comment
Public resignations do these change a corporate culture?
You chafe under an organisational hierarchy seemingly focused on the wrong goals, or behaviour, or even potentially criminal activity, and you dream that you can change it through a bold personal act. For some, it will be a report to … Continue reading
Posted in change, change managment, culture, leadership, learning organisation, management
Tagged DNA, Enron, Goldman Sachs, Greg Smith, HBOS, leadership, Organizational culture, Paul Moore, Whistleblower
5 Comments
If you discipline staff more than you promote them, is it time to rethink your HR policy?
An organisation’s policies and rules show the internal culture. If the documents are written to protect the organisation first and the employee second, you know there may be a flawed culture. The policies set the framework for rewards and punishments. … Continue reading
