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Tag Archives: management
If the future of work is automation, what is the future of management?
I have been wrestling with this question for a few months. I have been interested in the way automation is changing work and what it means for the future of work. Some of my essays over the past years have … Continue reading
Posted in creative destruction, culture, management Tagged Algorithm, Artificial intelligence, Automation, Capital (economics), Computational fluid dynamics, Computer science, Facebook, innovation, management, Quantopian, The Wall Street Journal Comments Off on If the future of work is automation, what is the future of management?
The myth of the transparent organisation.
We will hear that transparency is good for organisations and organisations will even tout their transparency. In many cases, the organisations believe what they are doing is transparent. They publish information on a regular basis that describes decisions, financial positions, … Continue reading
Posted in compliance, coruption, learning organisation, transparency Tagged Accountability, Business, Enron, management, Organization, transparency, United States 1 Comment
Where do you discuss bad news?
In any organisation, you have to discuss bad news but few people consider where it is discussed. How you discuss bad news will influence, if not determine, the success of your company. The issue is more than critical upwards communication … Continue reading
Posted in change, change managment, culture, leadership, learning organisation, management, renewal Tagged Apple, bad news, Business, Company, Enron, management, Organization, Organizational culture, Senior management, senior managers 2 Comments
Three ways to check your company’s health
Most chief executives think that they can understand their organisation by what is going right. They look at performance indicators to see what is green, what is delivering the best results and what offers the most profits. For an individual, … Continue reading
Posted in culture, customer service, learning organisation, management Tagged Business, Chief Executive, Chief executive officer, corporate culture, disciplinary, grievance, learning organisation, management, organisation, Organizational culture Comments Off on Three ways to check your company’s health
Is quality or timeliness the key to FOIA success?
Is quality or timeliness the key to FOIA success? If you work with freedom of information, you face an eternal debate: is it better to have a lower quality response on time or a complete response that is overdue. In … Continue reading
Posted in change, change managment, creative destruction, Uncategorized Tagged foi, Freedom of Information Act, Government, local government, management, Organizational culture, timeliness Comments Off on Is quality or timeliness the key to FOIA success?
How well does your company handle a fire drill?
As a chief executive or as a senior manager, you will want to know the health of your organisation. You will want to know if the organisation can carry out your vision. Are staff engaged with the company? Will they … Continue reading
Posted in change managment, leadership, learning organisation, management Tagged Business, Communication, Drill, Fire alarm system, Fire drill, management, Organization, Senior management Comments Off on How well does your company handle a fire drill?
Culture eats your structure for lunch
Peter Drucker allegedly said that culture eats strategy for breakfast. If strategy is for breakfast then your structure is for lunch. Culture will overcome any structural chart or any reorganisation. Companies fail because they believe that a restructure will change … Continue reading
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
The rise of the networked managers: sense making in the social media age.
The manager’s role is changing. The new organisation, connected and networked, requires managers to deal with internal and external issues. The required skill set is changing. In the past, the focus may have been on service delivery based on top … 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
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