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The critical importance of alignment, how to make sure you’ve got it, and how to make sure you keep it.
To flatten the curve and quash COVID, the world has deliberately doubled down on social distancing, severely limiting both the variety of people and the number of people with whom we each interact. In our professional lives, we unintentionally flatten the curve of great ideas, powerful solutions, incredible creations, and unified organizations by intentionally limiting both the variety and number of people with whom we interact.
How to bring together the right mix of people to work on your top priorities.
A look at the genetic code of complexity and how it can be used to identify high-priority themes that need your attention first.
It’s taken considerable time because, in contrast to your own nervous system, the world’s nervous system, your country’s nervous system, your local community’s nervous system are all fragmented. This is a universal truth that not only hinders timely responses to challenges like a coronavirus, but also many others you regularly encounter in your work lives
As the coronavirus rages on, many companies are shifting their work from face-to-face to remote. This means video conferencing is becoming the new normal for meetings
As the coronavirus presents new challenges for organizations, most leaders are dealing with too many unknowns as they make rapid, high-quality decisions.
The rapid spread of the coronavirus has created chaotic conditions for many organizations over the last few days and weeks, leaving many leaders struggling to figure out what to do next.
As we all know, world leaders and the global scientific community started the year reacting and responding to a novel coronavirus outbreak in China. Initially, we saw them pursue a ‘Plan A’ strategy of containment, and for a couple of months, we watched the slow and steady collapse of Plan A as SARS-CoV-2 spread from country to country. As that happened, we saw and heard leaders and scientists dealing in varying ways with their own creeping doubt that the plan would work.
When was the last time you heard a home builder say “Our homes are nurtured on time and on budget,” or a construction company CEO say “We’re delighted to have just fostered the longest suspension bridge in the world?” How about an aircraft manufacturer proudly announcing that they’ve “successfully encouraged and cultivated a new supersonic jet?”
As a rule, most of us believe that meetings suck. Indeed, it’s a well-earned belief. And while there are many well-documented reasons meetings generally do suck, there’s also a way to improve them, make them useful—and even enjoyable.
Long ago, business leaders accepted the notion that they must sometimes "go slow to go fast" when it comes to making big strategic decisions about their thorniest problems. That may have been true in the past — but "go slow to go fast" is a recipe for disaster in today's world, where the pace of change is exponential.
In a series of interviews, we will talk to experts from a variety of fields to hear about how they are confronting these moments. In Part 2, we explore Brody Moments in Law with Friedrich Blase and Hersh Perlis. Blase is an entrepreneur, business builder, mentor and legal industry expert with more than 20 years experience consulting to and working for law firms, legal departments and alternative legal service providers. Perlis is co-founder and Director of the Legal Innovation Zone at Ryerson University.
70-90% of all mergers fail to achieve their anticipated strategic and financial objectives, and the failure-rate is often attributed to various “people issues,”
If you’ve recently lost a sale to a large account you’d thought you had in the bag, you’re likely reviewing every aspect of the deal. What happened?
Amidst the accelerating and intensifying maelstrom of complexity facing organizations in every sector, leaders frequently face “Brody Moments:”
Remember in the movie Jaws when the chief of police gets a good look at the shark and says, "You're gonna need a bigger boat". Leaders have those moments too.
There’s one underlying trend that holds the key to leading your organization in the months and years ahead - and you’re not going to find it on any of the usual lists.
People who make up the organizational bedrock – whether in government, business, or elsewhere – are the solid ground upon which everything else is constructed.
Leaders on the front lines must choose a decision-making model before engaging in problem-solving. Before making a decision, leaders must first decide how to decide.
There is a certain kind of meeting that absolutely must be long, big, and agenda-free, and if you design it to be otherwise - if you aim for efficiency and damage control - you will sabotage your outcome.
We all struggle to alter their behaviors, break their habits, change their perspectives, and move off their agendas. This can lead organizations to avoid change, resist innovation, and perpetuate the old ways.
"Don't boil the ocean" is terrible advice - built on the assumption that you cannot work efficiently if you attempt to address everything. That assumption is flawed.
Is your company truly 'Customer First'?
Complexity is the defining organizational condition of every enterprise, company, social system, and community operating today.
Sure, email is fast and convenient, but in-person meetings can produce better results.
There are complicated problems, and there are complex problems. Complicated problems are technical in nature.
Cracking Complexity is targeted at CEOs and high-level executives. The book, based on complexity research and the authors' work as consultants, focuses on the 10-step Complexity Formula and its ability to crack complexity every time—fast.
Five Essential Skills for Pharma’s Future Leaders... and They May Not Be What You Think...
Get everyone together in one place for a short time to co-create answers to your question.
With all the fuss about unprecedented and accelerating complexity, you’ll probably be surprised to hear that today’s standout leaders are solving their organization’s defining challenges
It’s true that organizations are confronting unprecedented and accelerating complexity.
Have you ever thought about why humankind has successfully traveled to the moon, but companies still have a hard time figuring out how to grow faster than the competition?
You arrive at work one morning, take the elevator up to your appointed floor, amble down the carpeted hallway staring at your shoes and wondering what the day has in store for you, open your door…
Why does knowledge not necessarily mean power? originally appeared on Quora: the place to gain and share knowledge, empowering people to learn from others and better understand the world.
Simplicity in the Age of Complexity: “The answer is simple,” the professor said, then he waited a minute and added the important qualifier, “if you are a mathematical genius.”
Today’s organizations are grappling with increasingly complex problems that lack simple or straightforward solutions.
By now, it’s well-known that startups with new business models have used an abundance mindset to dislodge long-established incumbents...
We live in a world that in many ways is growing more challenging by the day. Solving complex problems is no longer only about brainpower. It’s also about orchestrating high-speed, high-quality decisions between and among people so they can sense, absorb and think—in real time—as a group.
In their book Cracking Complexity, David Komlos and David Benjamin share the steps to working through any complex business problem—both quickly and using existing talent, not consultants.
Cracking Complexity: The Breakthrough Formula for Solving Just About Anything Fast by David Komlos and David Benjamin
Henry David Thoreau, the 19th century poet and philosopher, offered a pithy observation that’s relevant to 21st century problem-solvers. He said, “for every thousand hacking at the leaves of evil, there is one striking at the root.”
Systems are often bamboozingly complex. Lets take a look at the nations health care industry...
New and often asymmetrical competition is reshaping the market. Disruption is the new normal, the pace of innovation is accelerating, and data more important than ever.
The last two hundred years saw economies and businesses grow from small and local into global and interconnected.
n(n-1) // In 1905, Albert Einstein introduced the world to e=mc2.
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