Scott Keller contributed to this article. Only a third of excellent companies remain excellent over the long term. Even fewer change programs succeed. These are the facts, yet these need not be the odds of success for your organization. Insightful advice (beyond common sense) and pragmatic... Read more
Here on opensource.com, we often talk about the benefits of an open, collaborative approach, and I see new stories every day that help showcase the benefits of an open organizational model. But for public companies, the benefits of an open approach are often overshadowed by the risks. During my... Read more
What would it look like if the rapidly-evolving social world of Web 2.0 collided with the sterile and static corporate Intranet? What would happen if information flowed from the outside in, instead of inside out?
In a WSJ post I promised that I’d lay out a blueprint for building a company that’s as nimble as change itself—and I will, but first I’d like to share an anecdote about a simple experiment in workplace freedom.
At the start of the summer, you may recall Project Harmony causing a certain amount of controversy on the subject of contributor agreements in open source communities. My position on them was and is that they are a rarely needed and exceptional tool that should be avoided unless essential,... Read more
Over the past two weeks, I've been reading the book Power and Love by Adam Kahane (thanks to Eugene Eric Kim for the recommendation).
As dispiriting as the recent debt ceiling dysfunction drama has been, the most disturbing plot point is not that our leaders can’t seem to compromise—but that they are so compromised. While the pundits continue to parse the no-win “deal” and the bloviators bemoan the failures of leadership, the... Read more
So, unless you had your head in the sand, you probably noticed HP’s Touchpad tablet computers flying off the shelves of stores after the company slashed the price to $99 ($149 for the 32GB model) and announced that it was discontinuing the product line.
When Larry Huston faced the challenge of revving Procter & Gamble's innovation engine to contribute to $5 billion in annual topline growth, he opened up the ranks of the company's vaunted R&D operation to some 1.8 million scientists and researchers around the globe.
One of the key tasks of management is coordinating activities--making sure the right people are working on the right projects at the right time. Most companies default to a top-down allocation system: people are put on projects according to availability, favouritism, or sometimes, pure luck.... Read more