Resources filed under organisation design
(29 articles found)
Getting comfortable with change
It's no surprise that organisations which can change are the most successful. But why are so many of us scared of change - and not only of the destination, but of the whole journey itself?
Read this article "Getting comfortable with change"
4 steps from blame to learning
A strong learning culture is increasingly important to all organisations. Find out how you can turn mistakes, not to mention ideas, into real organisational learning in 4 steps.
Read this article "4 steps from blame to learning"
The resilient organisation wins
This month Martin Seligman evidences his ground breaking work with the US military and optimism. Find out how his work can be applied to your organisation.
Read this article "The resilient organisation wins"
We've weathered the storm...now what?
Almost every organisation has had to make difficult decisions recently. But in this harsh new reality for many private and public sector organisations, many leaders are asking themselves - how can we motivate our people now?
Read this article "We've weathered the storm...now what?"
The big idea: creating shared value
Porter and Kramer (HBR) recently put forward a compelling economic argument for creating shared value rather than just maximising profits. Could this be the start of a new way of doing business?
Read this article "The big idea: creating shared value"
Green light for change
Find out how to make the next big change strategy stick in your organisation using this tried and tested equation from GE. It's not new, but if it ain't broke...
Read this article "Green light for change"
Q: What’s the best way to persuade our leaders to lead the way in shaping a new culture for our organisation?
A: Although in theory it is easier and more effective to start culture change from the bottom up – with small but positive changes to work practices and behaviours - you still need leaders to lead from the front. Too often, leaders make the mistake of exhorting everyone else to change their ways...Read this article "What’s the best way to persuade our leaders to lead the way in shaping a new culture for our organisation?"
How to do more with less
Now that the age of austerity is upon us, how can UK plc keep growing through these hard times? MT gathered a group of corporate leaders around a table in London’s Soho Hotel, ordered them drinks (tap water, of course) and asked for their advice.
Read this article "How to do more with less"Working differently is working smarter
High productivity is down to culture and organisation not necessarily just individuals says John Bruce-Jones. We take a look at a key approach that is often underplayed or overlooked altogether…
Read this article "Working differently is working smarter"Managing the unexpected
Recent research by the University of Michigan studied how High Reliability Organisations routinely manage the unexpected to avoid catastrophe. We look into the 2 critical factors they focus on.
Read this article "Managing the unexpected"
The private sector winners of the spending review
All eyes are on the private sector as the way forward for a strong economy. But which organisations will play their cards right and take advantage of the new opportunities the Comprehensive Spending Review presents?
Read this article "The private sector winners of the spending review"
Getting back to basics
There's no room for flabby businesses today, even those that weathered the storm are cutting back on essentials. This month's editor, Andrew Jackson, looks at what you can do to improve your bottom line.
Read this article "Getting back to basics"
The bitter pill of spending cuts
All eyes will be on the coalition government as they release details of their Comprehensive Spending Review later this month. But is it possible to make effective cuts that the public can swallow without a political backlash?
Read this article "The bitter pill of spending cuts"
Save to grow
It’s common sense for every business, of whatever size, to keep a tight rein on fixed costs. In a small business, you’re that much closer to the truth that every pound you make above what you need to cover your costs goes to profits. But expensive habits like taxis can quickly become part of the organisational culture.
Read this article "Save to grow"How 'glocal' is your organisation?
Despite the clunky jargon, 'glocal', or thinking global and acting local, is fast becoming the hallmark of successful organisations, and those that get it right are streaking ahead of the competition.
Read this article "How 'glocal' is your organisation?"
Understanding underperformance
The British Lawn Tennis Association has a budget of £59.7 million, part of it tax payers’ money, and yet consistently fails to deliver world class players. This month's editor, Kiko Thiel, uncovers what's going wrong.
Read this article "Understanding underperformance"
Q: My company has decided it needs to centralise and standardise some of its practices. I anticipate a lot of resistance from my OpCos. How can I make the process run as smoothly as possible?
A: Some of it will depend on what and why you have decided to centralise and standardise. Concerns about maintaining proper governance around risk, accounting, and the financial health of the over-all corporation have different challenges from issues around maintaining safety and environmental compliance, maintaining a common culture and brand across regions and separate companies, or questions about...Read this article "My company has decided it needs to centralise and standardise some of its practices. I anticipate a lot of resistance from my OpCos. How can I make the process run as smoothly as possible?"
A real need for global collaboration
Collaboration is easy to understand, but hard to do. Global collaboration even more so, and yet it's never been so urgent to work together on a global scale.
Read this article "A real need for global collaboration"
Fruitful collaboration
Cooperation is a vital ingredient for a successful business – although it’s easier said than done. While everyone knows collaboration is a key business capability and signs up to it in principle, it’s certainly not easy to achieve in practice.
Read this article "Fruitful collaboration"The rise of the social enterprise
A new hybrid organisation is emerging, carving a niche between profit driven and non-profit models to achieve social purpose. This month's editor, Marcus Druen, takes a closer look at the new player.
Read this article "The rise of the social enterprise"
A radical approach to public spending
If you want different answers, you need a different approach. This month's editor, John Bruce-Jones, looks at new mindsets in place-based government and the effect on the public purse.
Read this article "A radical approach to public spending"
The first resort, organisation development
The first issue in our second series ‘making strategy work’, this booklet looks at OD as a stitch in time to raise business performance. The first resort includes a snapshot from our research ‘Everything you wanted to know about OD but were afraid to ask’, and chapters on, the business need that OD serves, diagnosis and interventions.
Read this book "The first resort, organisation development"
Issue 08: building an intuitive organisation
Applying ‘best practice’ is too often like sticking a bandage on a headache. An organisation needs to understand itself before it can identify what it needs, or how to adapt best practice to make it relevant. Issue 08 includes client stories on Foreign & Commonwealth Office and professional services firms, and chapters on insights from our research, engagement with outcomes and how intuitive is your organisation?
Read this book "Issue 08: building an intuitive organisation"
Organisational culture and change
The key question when looking at the role of organisational culture must be: ‘How do we ensure that the changes we make support the outcomes we have identified as critical to our success?’. This report shows how to take an organisation wide approach to driving and embedding culture change in support of strategic goals.
Read this report "Organisational culture and change"
Issue 06: de-fogging
Many organisations are caught in the mists of obscure messages and conflicting signals. Strategic communication is about clearing away this obscurity and confusion – de-fogging – and replacing it with clarity to deliver your strategy. Issue 06 includes client stories on Procter & Gamble, The British Library and the Royal Marines, and chapters on who owns strategic communication?, change and reputation, and engaging people in strategy.
Read this book "Issue 06: de-fogging"
Issue 05: decluttering
The uncomfortable truth is that in large organisations huge amounts of peoples time is consumed doing things which add no value. The result is tired people and tired organisations, and this carries a heavy cost. Issue 05 includes chapters on clutter culture, the underlying causes and what can we do to reduce volume?
Read this book "Issue 05: decluttering"
Issue 04: managing the energy in M&As
All creatures respond with a surge of energy to a threat or an opportunity; a change of ownership represents both. Take the practical steps to ensure this organisational energy helps unlock the potential of your new business. Issue 04 includes client stories from Diageo and the manufacturing sector, and includes chapters on understanding energy as an asset, plotting the energy curve and releasing energy.
Read this book "Issue 04: managing the energy in M&As"
Issue 02: managing energy
Every chief executive wants to look round corners; to know if the organisation is up to task. In this issue we describe how to measure and manage that energy for success. Issue 02 includes client stories on Williams Taylor and Bailey, RuralAid, Rosella and Anstar UK, and chapters on, managing the flow of energy, focussing energy and the Energy Index.
Read this book "Issue 02: managing energy"
Issue 01: the sources of energy
The first in our series, this issue sets the scene; it gives our definition of organisational energy, why it matters and why we need to get smarter at using it as a leading indicator of performance. Issue 01 includes chapters on: Where organisational energy is lost, the sources of organisational energy, and measuring organisation energy.
Read this book "Issue 01: the sources of energy"
