Essential Management for Doers, Doubters & Darers Posts
In the never-ending debate about the structure of companies, a strong preference is emerging for flat/responsibility-based organizations, or those with no or few levels of management.
Only when knowledge of the business, behavior change and leadership are combined, will a change effort feel authentic and will real business change happen.
How does one safeguard company culture from a downward spiral? In this article, James Champy, renowned business consultant and author of Reengineering Management, provides clear practices and processes every company must build into its organizational DNA.
Very few organizations are designed to last. Today, they should be asking hard questions about the sustainability of its enterprise: what will it take to survive this period of business disruption and technology advancement and what must change in the organization’s design to thrive?
For many, in this now virtual world, free office coffee and food are a thing of the past. Now, to keep people around, companies must design work to support a sense of purpose, act authentically on that sense of purpose and create fair reward and recognition systems. Learn how here.
Rather than focusing on the typical approaches of the behavioral sciences & formal leadership theories, in this article, management guru Jim Champy gives readers a "from the trenches" view of what leadership is all about.
Companies are at an inflection point that requires very careful thought on the design of processes and technologies—and the people who will run them.
The age of “digitization” will enable companies to build sustainable quality customer experiences, but it will require a combination of sophisticated technologies and the hard work of rationalizing internal work processes.
While learning organizations can measure success in many ways ( number of people trained, new skills acquired, alignment with company strategy, improvement in business results, etc.), columnist Jim Champy believes the ultimate measure of success is the depth of an enterprise's executive bench.
See what questions a strategy roadmap should raise and the challenges learning leaders should anticipate.
The case for changing the way managers think and work today is even more compelling; and training teams must focus as much on managers as the people who perform operational work. See the three capabilities Jim Champy thinks managers must have in order to thrive in today's disruptive world.
Today’s work and the work of the future will require more skills. Individuals, companies, and governments must keep that in the forefront of their efforts to create jobs and opportunity.
There is a lot of work required to get any company - large or small - out of trouble. The answers to these four questions might provide a path to redemption.
Investors seemed surprised when the luxury apparel and accessories maker Ralph Lauren reported $400 million in restructuring charges and warned of lower sales. A Wall Street Journal article attributed the slip to a number of factors. But to me, it all added up to a strategy that no longer worked.
Through the years, Jim has learned the importance of simplicity and directness in presenting ideas and communicating them to others. Here are some “rules” to accomplish that objective.
The future of work is all about getting smarter, for machines and people. But who’s going to take on the job of education and training?
