Using fluid team structures 1) to promote new serendipitous connections and innovation, 2) to develop people for competencies rather than prescribed roles, 3) to better match those people to business
Teaming, also referred to as a self-directed work structure, participative management or a high performance work system, is a cultural priority for GE Aviation Supply Chain. It is an effort to m
Replace the fundamental control relationship in the organization from ‘boss-subordinate’ to ‘mentor investor-intrapreneur team’, where mentor investors are modeled on the angel
Positions (and accompanying titles) are reflective of the rigid, hierarchical, fear-ridden and overly centralized organizations that [irrespective of the organization and by themselves] both set-up an
In the 21st Century, leaders must be innovative. Leaders must be smart. Leaders must be able to multi-task several projects with a seemingly boundless creativity.
When looking for the ‘right way’ to manage our organisations and people, it would be naive to believe there is a ‘one size fits all’ solution that will lead us to the overflowing pot of profits at the
