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The recent surge of interest in “digital transformation” is changing the business landscape and posing several challenges, both organizational and sectoral. This transformation involves the application of digital technology in all aspects of business, and enables organizations to create new products and services, and to find more efficient ways of doing business.Moreover, the digital transformation is happening within and across organizations of all types and in every industry, producing a disruptive innovation that can break down the barriers between people and organizations, and help create more adaptive processes. In the information age, it is imperative for organizations to develop IT-related capabilities that allow them to leverage the potential of digital technologies. Due to the pervasive effects of this transformation on processes, firms and industries, both scholars and practitioners are interested in better understanding the key mechanisms behind the emergence and evolution of the digital business transformation.This book presents a collection of research papers focusing on the relationships between technologies (e.g., digital platforms, AI, blockchain, etc.), processes (e.g., decision-making, co-creation, financial, compliance, etc.), and organizations (e.g., smart organizations, digital ecosystems, Industry 4.0, collaborative networked organizations, etc.), which have been categorized into three major areas: organizing, managing and controlling. It also provides critical insights into how the digital transformation is enhancing organizational processes and firms'performance through an exploration and exploitation of internal resources, and through the establishment of external connections and linkages. The plurality of views offered makes this book particularly relevant for users, companies, scientists, and governments. The content of the book is based on a selection of the best papers (original double-blind peer-reviewedcontributions) presented at the annual conference of the Italian chapter of the AIS, which was held in Naples, Italy in September 2019.

Creating Intelligent Teams is a different way to initiate, manage and lead effective and positive change in teams and organisations. For any organisation looking to nurture and develop talent from amongst its own employees, the book offers an accessible, yet highly informative, information resource on: • how to recognise the influences on, and dynamics of, individuals and teams • how to enhance team performance • how effective leaders can boost productivity and build intelligent teams • how to access and release the potential in teams • how to navigate change successfully • how to lead diversity and create culturally intelligent teams. The target audience Creating Intelligent Teams is aimed at executives, consultants, HR and Organisational Development (OD) specialists, professional coaches and mentors – at all levels of experience, training and background – who are responsible for implementing the strategies relating to leadership, team-building, talent development, management and retention. Creating Intelligent Teams has considerable appeal both for professionals in business and management and those in the fields of consultancy and coaching. To build a world-class team you need more than handpicked individuals with high emotional intelligence – you need a team with a high RSI. On our journey to success, our team benefitted substantially from integrating the Intelligent Team approach. ─Rudolf Pienaar, Divisional Director, Growthpoint Management Services (Pty) Ltd Relationship Systems Intelligence enables the team to quickly reach the core of the matter. It starts processes that enable the team members to have constructive collaborations and interactions with concrete and tangible results. The approach shows that everyone is part of the solution, which creates commitment to and ownership of the processes and the results. This practical book shows you how to build an intelligent team. ─ Christina Hummert, Country Manager: Volkswagen Financial Services, Sweden Anne Rød is an international management consultant and executive team coach, who develops and delivers team development and leadership programmes for global organisations. She has published numerous books and white papers on organisational and strategic communication. Marita Fridjhon is a coach and speaker in great demand at ICF, ODN, leadership and human potential summits and conferences, and author of white papers about Relationship Systems Intelligence. She is the co-author of the ICF-accredited coach training programme Organization & Relationship Systems Coaching, and CEO and Co-founder of CRR Global, Inc.

Master's Thesis from the year 2019 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, Berlin School of Economics and Law, language: English, abstract: Incentive systems can contribute to the best possible exploitation of the employee's abilities. A new way of setting those incentives and motivating employees is gamification. Gamification is defined as the application of game mechanics to a non-game setting, such as the business environment. Companies have discovered game-like incentives for motivating their employees, and now, this paper tries to create a gamified incentive system for motivating employees in the early stage of the innovation process. Innovation creates value, strengthens the market position and creates competitive advantages. Therefore innovation is widely seen as a critical source for economic success for companies. However, at the same time, innovation is expensive. For example, in 2018 alone, Apple invested as much as 14,24 billion dollars on research and development. This represented around 46% of their total operating expenses and approximately 2,6% of their total revenues. These costs are making it vital for companies to ensure the efficient use of innovation resources. This efficiency is largely determined by the competence, creativity and motivation of the employees working in the area of in research and development (R&D). Thus, companies have to generate adequate motivation in employees to deliver their innovative ideas, obtain a patent and develop the patentable idea into profitable innovation. Human resource (HR) management practices are considered as an essential instrument to fulfil this task. However, standard pay-for-performance schemes, which only reward short-term financial success, are not suitable for fulfilling this task in the innovation process, because innovation processes are likely to fail as they contain a high degree of uncertainty. In standard schemes, this failure would result in penalties by a lower compensation or a possible termination of the contract. This punishment has the potential to harm the innovative behaviour of employees. A company that wants to encourage innovation must design incentive systems that free employees to take risks, experiments and discover what practices and technologies are the most effective. These unique characteristics of innovation processes are the reason why analysing incentive systems in the context of innovation processes is of particular interest. Especially since incentive systems are considered as essential for ensuring the efficiency of innovation processes, as employees adapt their behaviour to these systems.

The result of extensive international research with multinationals, governments, and non-profits, Design Thinking at Work explores the challenges that organizations face when developing creative strategies to innovate and solve problems. Now available for the first time in paper, Design Thinking at Work explores how many organizations have embraced'design thinking'as a fresh approach to fundamental problems, and how it may be applied in practice. Design thinkers constantly run headlong into challenges in bureaucratic and hostile cultures. Through compelling examples and stories from the field, Dunne explains the challenges they face, how the best organizations, including Procter & Gamble and the Australian Tax Office, are dealing with these challenges, and what lessons can be distilled from their experiences. Essential reading for anyone interested in how design works in the real world, Design Thinking at Work challenges many of the wild claims that have been made for design thinking, while offering a way forward.

This book includes a selection of the best research papers presented at the annual conference of the Italian chapter of the Association for Information Systems (AIS), which took place in Verona, Italy in October 2016. Tracing various aspects of the ongoing phenomenon of evolution towards a global society, and consequently the ever-innovating digital world, it first discusses emerging technologies and the new practices in the information-systems world. It then examines the new businesses and ongoing business transformations. Lastly, it considers the economic and societal changes brought about by access to and exploitation of socio-technical networks. The plurality of views offered makes the book particularly relevant for users, companies, scientists and governments.

This proceedings volume presents the latest research from the worldwide mass customization, personalization and co-creation (MCPC) community bringing together new thoughts and results from various disciplines within the field. The chapters are based on papers from The MCPC 2015 Conference where the emphasis was placed on “managing complexity.” MCPC is now beginning to emerge in many industries as a profitable business model. But customization and personalization go far beyond the sheer individualization of products and become an extension of current business models and production styles. This book covers topics such as complexity management of knowledge-based systems in manufacturing design and production, sustainable mass customization, choice navigation, and product modeling. The chapters are contributed by a wide range of specialists, offering cutting-edge research, as well as insightful advances in industrial practice in key areas. The MCPC 2015 Conference had a strong focus on real life MCPC applications, and this proceedings volume reflects this. MCPC strategies aim to profit from the fact that people are different. Their objective is to turn customer heterogeneities into profit opportunities, hence addressing the current trend of long tail business models. Mass customization means to provide goods and services that best serve individual customers'personal needs with near mass production efficiency. This book brings together the latest from MCPC thought leaders, entrepreneurs, technology developers, and researchers that use these strategies in practice.

This book presents a systematic literature review of 156 published papers on business model innovation (BMI). The aim is to identify and integrate the different theoretical perspectives, analytical levels, and empirical contexts in order to deepen understanding of this complex phenomenon. The authors conduct an inductive thematic analysis based on an informal ontological classification that identifies 56 key themes. Within each theme, discussion focuses on thematic patterns, potential inconsistencies and debates, and future directions and opportunities for research. The book makes a number of significant contributions to the field. First, it offers a deeper understanding of the evolution of research on BMI through an ontological map that identifies the key thematic areas in the literature. Second, a multilevel model is developed that clarifies the concept of BMI by identifying its drivers, contingencies, and outcomes. Third, the authors identify clear and specificdirections for further research and offer suggestions on research design, creating an informative road map for the future. The book will be of value both to scholars and researchers and to practitioners.

This book explores a range of critical issues and emerging topics relevant to the linkages between information technologies and organizational systems. It encourages debate and opens up new avenues of inquiry in the fields of Information Systems, organization and management studies by investigating selected themes of growing research interest from multiple disciplinary perspectives such as organizational innovation and impact, information technology, innovation transfer, and knowledge management. The volume is divided into two sections, each of which focuses on a specific theme: ICT, organizational innovation and change; and ICT and knowledge management. The content of each section is based on a selection of the best papers (original double-blind peer-reviewed contributions) presented at the annual conference of the Italian chapter of the AIS, held in Genoa, Italy in November 2014.

This very successful textbook explores change and how it relates to the complexities of organizational life, and puts an emphasis on applying the theory to practice. Now significantly updated and in its 5th edition, Organizational Change reflects a rapidly changing world and considers ‘how change has changed'. The book is structured in three parts. The first part considers the causes and nature of change. Part two opens up the organization to expand on issues of structuring for change, the cultural and political contexts for change and how to lead change. Part three moves firmly into addressing the more practical considerations of designing, planning and implementing change. Ideal for both MBA students and those studying specialist courses in Organizational Development and Change, the clear structure and content of this text also make it accessible to final year undergraduate students. Key features Offers comprehensive coverage of the significant ideas and issues associated with change at all levels of organizational activity, from the strategic to the operational, and at the individual, group, organizational and societal levels. Takes a conceptual and analytical approach to the way that theory and research relate to organizations, and how change is explored. Includes practical elements and worked examples of different approaches to ‘doing'change. Provides illustrations of practical change situations in each chapter. Invites readers to undertake challenging activities to encourage the application of ideas and learning from the text to personal experience. Provides end-of-chapter cases, additional reading and suggested websites for readers wishing to pursue ideas and issues further.New to this edition Significantly updated chapters in terms of content, illustrations and recent theory and research. Since the last edition, the final chapter has been specifically updated to reflect the changing social, demographic, technological and economic contexts for the future of organizations and work. New material on complexity theory, strategic change, actor-networks, institutional theory and leadership. An exploration of how ‘change has changed'in recent years, plus content on organizations of the future and challenges for future research. Barbara Senior is a Chartered Occupational Psychologist who has published a number of books, articles and conference papers based on her research and activities. She is Principal of the Highfield Consultancy, which researches and offers consultancy services in the areas of organizational psychology and change. Stephen Swailes is Professor of Human Resource Management at the University of Huddersfield.

The need for enterprise flexibility in an era of rapidly advancing technology, increasing competition, and globalization, is apparent. Flexibility can be thought of as an ability of the enterprise to quickly and efficiently respond to market changes and to bring new products and services quickly to the market place. Beyond this definition, a truly flexible enterprise should proactively change the market through its ability to create new and innovative products and services. The proposed book is intended to provide a conceptual framework of ‘Flexible Enterprise'supported by researches/case applications in various types of flexibilities exhibited by a flexible enterprise. The selected papers from a variety of issues concerning the planning and operation of a flexible enterprise are organized into following four parts:I Enterprise and Strategic FlexibilityII Organizational FlexibilityIII Business Process and Information Systems FlexibilityIV Operations Flexibility

Organizational Semiotics occupies an important niche in the research community of human communication and information systems. It opens up new ways of understanding the functioning of information and information resources in organised behaviour. In recent years, a numberof workshops and conferences have provided researchers and practitioners opportunities to discuss their theories, methods and practices and to assess the benefits and potential of this approach. Literature in this field is much in demand but still difficult to find, so we are pleased to offer a third volume in the miniseries of Studies in Organizational Semiotics. This book is based on the papers and discussions of the fifth workshop on Organizational Semiotics held in Delft, June 13-15, 2002, hosted by Groningen University and Delft Technical University in the Netherlands. The topic of this workshop was the dynamics and change in organizations. The chapters in this book reflect recent developments in theory and applications and demonstrate the significance of Organizational Semiotics to information systems, human communication and coordination, organizational analysis and modelling. In particular, it provides a framework that accommodates both the technical and social aspects of information systems. The mini-series presents the frontier of the research in this area and shows how the theory and techniques enhance the quality of work on information systems.

The advanced capitalist nations are currently undergoing an enormous economic, social, and political transformation. At the heart of this transformation is the transition between large scale, standardized production (Fordism) and new, more flexible approaches to manufacturing (flexibility), and a concomitant extension of manufacturing to include products both concrete (goods) and ephemeral (services). This volume explores the consequences of this transition from the standpoints of technology, labor relations, firm strategy, education, government programs, and geography. The book is a collection of papers by well-known scholars investigating the current global transition from mass consumption and production to flexible production for niche markets. The book is unique in that it not only discusses standard economic concerns, but also investigates the social and political implications of this transition. Each chapter is concerned with a different aspect of the same restructuring process.

Current Topics in Management is an annual scholarly journal and this volume is divided into four major sections: Managing Conflict and Justice; Leadership, Social Capital, and Personality; Entrepreneurship and Small Business Management; and Ethics, Learning, and Change. These contributions seek an integration of theory, research, and practice, which is the essential goal of Current Topics in Management.The first section contains two empirical studies on organizational conflict and a theoretical work that addresses the application of organizational justice theory to consumer behavior. The second section contains three empirical studies relating to the leadership language used by senators Hillary Clinton and Barack Obama during the last presidential election, building social capital through leader-member exchanges, and the big-five personality and financial performance of fund managers. Section three contains an essay on revising Phelan's model on entrepreneurship and a case study on a small business organization. The fourth section contains three contributions, two theoretical papers and an empirical study of the administration of state governments.The contributions included are'The Moderating Role of Social Attitudes on the Relationship between Diversity and Conflict''The Effects of Geographic Dispersion and Team Tenure''Fairness and Consumer Behavior''Obama vs. Clinton: Exploring the Impact of Leadership Language''Social Capital Via Leader''Financial Performance of Fund Managers''A Conceptual Framework Linking Entrepreneurs to International New Venture Competitiveness'and'BSL Printing Company: A Case Study.'

The theory of path dependence continues to attract great interest in a range of disciplines. An increasing number of scholars have started to explicitly use this theory for studying organizational inertia and institutional rigidities. This volume presents a collection of papers from various international conferences that address these issues.

The MIT Sloan School of Management perspective on future management challenges.The MIT Sloan School of Management, as conceived by the legendary General Motors chairman Alfred P. Sloan, was founded in 1952 to draw on the scientific and technical resources of MIT and approach the problems of management with the rigorous research practices for which MIT was famous. Fifty years later, the Sloan School gathered international leaders in business and management, MIT faculty, students, and alumni to address again the basic principles that should guide business and management. This book presents the papers prepared by student-faculty teams, speeches by business and world leaders, and summaries of the discussions from this special convocation; taken together, they offer a guide to the future of management based on the hallmarks of MIT and Sloan—creativity and innovation.The topics considered coalesced around three main themes. First, and paramount, is the necessity of building and maintaining trust by means of openness, transparency, and accountability; this was addressed in speeches by Kofi Annan and Carly Fiorina and exemplified by the case study presented of Nike's efforts to rebuild the trust of customers. The increasingly complex conditions of the modern global economy emerged as another recurring theme, as the participants considered the effect of the growing spectrum of stakeholders on issues of corporate governance. The third common theme was the inescapability of technological and scientific change, from the Internet as a marketing tool to the organizational impact of information technology.

This book brings together a variety of the best papers from an international research symposium on organisational behaviour in healthcare. It includes contributions from key names such as Sandra Dawson and Peter Spurgeon with a foreword by Rosemary Stewart. Also including chapters from Australia, Canada and Europe, it is consciously international in perspective and aims to relate the public sector agenda as a comparator for developments in the US.

This book consists of 76 statements on various issues and practices encountered by process improvement/operational excellence (PI‑OpEx) practitioners, managers, and leaders. Many of these issues are also encountered by those outside of PI‑OpEx. This book contains instructions, encouraging readers to write and journal in its pages. The key benefits of this work fuel the unending learning journey of PI‑OpEx practitioners and leaders.Practitioners face issues regarding practice, methods, leadership, management, and purpose. The reflections in this book allow them to either tackle the issue upfront and be prepared or the reflections can act as jump-off points to develop an approach to an issue encountered, individually or as a team. For example, the practitioner may have a problematic team member, and using a reflection from the book and having the group discuss it may resolve the issue. Or, the practitioner can read a reflection and use their response to develop a strategy for handling the team member.Essentially, this book provides readings that could form the basis of daily meditation, be consulted for perspective when a specific issue arises, or both. It seeks to instill a mindset of emotional intelligence that can then fuel the pursuit of meaningful, lasting change.

How is practical change work carried out in modern organizations? And what kind of challenges, tasks and other difficulties are normally encountered? In a turbulent and changing world, organizational culture is often seen as central for sustained competitiveness. Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes. Based around an illuminating case study of a cultural change programme, the book provides 15 lessons on the entire change journey; from analysis and design to implementation and how organizational members should approach change projects. This updated and enhanced third edition considers the most recent studies on organizational change practice, with new examples from businesses and the public sector, and it includes one empirical study which uses the authors'own framework, enriching their practical recommendations. It also draws on the latest theoretical developments, including ideas of power, identity and storytelling. Changing Organizational Culture is vital reading for students, researchers and practitioners working in organizational studies, change management and HRM.

Become a more flexible leader in today's unpredictable world with a revolutionary approach to applying leadership skills—while remaining steadfast in proven principles and your values.Despite the billions of dollars invested every year into leadership development, leaders aren't collectively becoming more successful. Existing tools like assessments, models, and styles have proven largely inadequate in equipping leaders for today's age of work. For leaders to succeed in a landscape more unpredictable than ever, they need a new perspective and a brand-new set of skills that center around what is missing in the models and existing tools: flexibility. Kevin Eikenberry, Chief Potential Officer of the Kevin Eikenberry Group, a leadership consulting company centered on a philosophy of lifelong learning, explains the need for and how to effectively harness this essential flexibility in this guide for leaders at all levels. A roadmap outlining a new toolkit for leaders frustrated with their current effectiveness and confidence, Flexible Leadership teaches readers to: Distinguish between what has and hasn't changed in the world of work—enabling them to lead with greater success and leverage flexibility more effectively Efficiently use, but not rely on, existing and familiar leadership models Apply a framework to be more situationally flexible and effective every day without compromising their values The flexible leader has a clear mindset and increased confidence knowing that they can respond to their everyday situations with greater success, instead of being overly reliant on restrictive and complicated tools that can get in the way. Flexible Leadership is every leader's guide to greater success in a world of increasing complexity and chaos.

Digital technologies have created an opportunity to bring together knowledge management, leadership, and innovation. Any business that wishes to thrive in today's competitive digital landscape must prioritize knowledge management. Leadership in the digital era is about leveraging digital tools to manage knowledge to attain a strategic advantage effectively. Thus, leadership is an essential and central element for knowledge creation, acquisition, utilization, and integration. As a result, this book will focus on knowledge management, leadership, and innovation, all intertwined but not covered in existing research. The book integrates knowledge management, leadership, and innovation into a unified framework in the era of digitization, exploring the benefits knowledge management can bring to organizations adapting to new digital requirements in a dynamic environment. It presents both theoretical and empirical research to synthesize these distinct disciplines in a cohesive body of work. The resulting model will create a useful framework to be applied to future research and further add to practical and theoretical implications. The book is primarily written for scholars, researchers, and advanced students with an interest in the three disciplines and associated fields.

Family businesses play a pivotal role in the global economy, and their successful development is of utmost importance. This first volume of the Contemporary Issues in Family Business Entrepreneurship series, focuses on the topic of family business transformation, which is causing drastic changes in companies'strategies and business models. Decisions to adapt or change family business strategy and/or the business model are always associated with risk. Family Business Transformation integrates work on the broad topics of transformation, strategy development, business model development, with the study of family businesses to provide family business owners, managers and entrepreneurs much-needed recommendations from best practice examples and/or empirical findings that can support decision-making in regard to the future direction of their companies. This book calls for a specialized examination of the social interactions among stakeholders, substantially expanding classical management theory. Scholars of family business, entrepreneurship and strategic management, institutional libraries and postgraduate students will find it an essential read and benefit from its insights.

Learn a new model for understanding how organizations really operate and implement changes that get real results.With so many forces of change buffeting the business world today, a scary state of flux has replaced any sense of certainty, stability, and familiarity, delivering a wake-up call to make crucial changes happen, make them happen quickly, and make them stick. Traditional approaches to change management fall into one of two categories: Organizations function like machines, where managers pull change levers to “fix” problems with an engineer's mindset (IQ). Or People form social networks wherein individual “influencers” make change happen by developing effective interpersonal relationships (EQ). Neither of these models offer a full picture to what really happens in an organization.In this groundbreaking new book, change expert Siobhan McHale offers a third option: organizations are complex ecosystems that require a Hive Mind or Group Intelligence (GQ) to bring about meaningful and lasting change. We can learn a lot of lessons from how bees operate:Hard work: An individual bee spends its entire 40-day life span gathering food for the hive.Teamwork: Inside each teeming beehive an entire community works collectively to achieve shared goals.Role clarity: Every bee has a specific job, with the queen, drones, and worker bees faithfully playing their part.Resilience: Bees can overcome daunting challenges, including all the parasites, pathogens, pesticides, and climate fluctuations from Maine to Miami and beyond.See how a hive mindset solves many of the common problems all businesses struggle with today!

'Breakthrough'innovation is often difficult to achieve. Great ideas hide in places that are not obvious. They often first appear as bits and pieces of fragmented ideas rather than something fully revealed. In addition, the story behind chasing ideas is as elusive as the ideas themselves. Some say that breakthrough innovation is magical, unlearnable, or inborn. It is a wonderful fairy tale of inspiration. However, evidence does not fully support the'inspiration'hypothesis. A successful Idea Chase is a combination of inspiration and disciplined hard work. These important ingredients cannot be separated, they work together to reveal something that is unseen by others. Artists, authors, musicians, as well as leaders of some of the most innovative organizations have mastered this approach. It is a skill that can be described, developed, and managed. As described in this book, the story of innovation is built on seven key principles and a toolbox of supporting methods: Be Ambitious, Create Chemistry, Define Roles and Responsibilities, Build Trust, Lean on Data, Show Perseverance, and Embrace Sacrifice. This story is told through the experiences and examples of innovative organizations and extraordinary people that have combined the magic of inspiration with the muscle of discipline to achieve the impossible.

This book discusses stakeholders'engagement in corporate governance as an emerging philosophy to empower them and motivate value-based business performance through co-creation and coevolution. Reviewing a wide range of literature and empirical studies this edited volume analyzes emerging theories of stakeholder engagement, agility in business, corporate social responsibility, and value co-creation. Eighteen articles spread across five sections in this volume deliberate on human factors in corporations. This book presents new insights of corporate democracy, governance, and agile business modeling integrate people, profit, and corporate citizenship behavior. Articles in this book discuss the democratization and socialization processes of business as budding corporate philosophies.

Managing People in Changing Organizations addresses the contemporary problems faced by managers in dealing with people, organizations, and change in a theoretically informed and practical way. It does so by drawing on classic studies in management, up-to-date research (including the author's own), case studies, and reflective exercises. This textbook approaches people management and organizational development from the perspective of practising and aspiring managers, making it a valuable alternative to existing texts on organizational behaviour, change management, and human resource management. This third edition incorporates new research and recent changes in technology, including artificial intelligence, work and job design, and additional insights into innovation, corporate governance, and sustainability. Built around a chapter framework that connects different themes to managerial action and practices, this textbook covers a wide range of topics including: managing at the individual, group, and organizational levels; culture change; managing internationally; reputation management; managing creativity and innovation; and corporate governance, corporate social responsibility, and sustainability. There is an increased international flavour, reflected in the range of contemporary case studies and literature used throughout, which explore business and management problems in the private and public sectors. The content also reflects the author's recent experience of consulting and managing at board level.This text will be relevant to practising and aspiring managers studying leadership, people management, organizational behaviour and development, and change management on courses at later stage undergraduate, masters, doctoral, and executive education levels.

A practical step-by-step guide to building your digital transformation master plan The Digital Transformation Canvas by Marc K Peter will help you find your way through the seven steps of digital transformation for your organisation with its structured and practical approach to the subject. Key features include: multiple checklists and templates you can use in your organisation short case studies in each chapter to help you further engage with the subject and understand the objectives over 80 illustrations to support your understanding of how to apply content into practice The Digital Transformation Canvas will not only help you work with teams to drive a bottom-up strategy, but you will also be able to agree on key strategic initiatives with senior management for a top-down approach too, and identify new market potential and strategic projects.

Help transform your business and innovate like the world's top tech companies! In INSPIRED, product thought leader Marty Cagan revealed the best practices and techniques used by the top product teams operating in the product model. Next, EMPOWERED shared the best practices and techniques used by the top product leaders to provide their teams with the kind of environment they need to thrive in the product model. Yet, the most common question after reading INSPIRED and EMPOWERED has been:'Yes, we want to work this way, but the way we work today is so different, and so deeply ingrained, is it even possible for a company like ours to transform to the product model?'TRANSFORMED was written to bridge the gap between where most companies are right now and where they need to be. The leaders of these companies know they must transform to compete in an era of rapidly changing enabling technology, but most of them have never operated this way before. TRANSFORMED has three big goals: First, the book will educate you with a deep understanding of the product operating model, and what it means to work that way. Second, the book will convince you with detailed case studies of successful transformations, that while difficult, it is absolutely possible for you to transform your company to the product operating model. Third, the book will inspire you with truly impressive case studies of product innovation, showing what you too will be capable of doing once you successfully transform. TRANSFORMED is written for those driving change, including the senior company leaders—starting with the CEO—as well as the senior executives and stakeholders who need to collaborate with the product teams, the product leaders, the members of the product teams, and all those who either support or depend on these product teams. Written by best-selling author Marty Cagan and his partners at the Silicon Valley Product Group, TRANSFORMED is filled with real-world examples and proven, practical advice from their decades of experience helping companies move to the product operating model.

An inspiring new exploration of how to maximize your life, your work, and your productivity In Reclaim the Moment: Seven Strategies to Build A Better Now, internationally recognized speaker and author Greg Bennick delivers a practical and inspiring take on improving focus and enhancing peak performance for individuals and teams. The approach is fun and energetic, offering fresh ideas for generating authentic motivation. In the book, you'll find hands-on advice on how to revitalize and energize both yourself and your team using the author's unique combination of seven time-tested, and thoroughly researched, principles. From the alluring idea to “Keep Your Eyes on the Knife” as a reminder about the importance of focus, to a call to “Leap Into the Dark” as a guide to explore creative leadership and explore new ideas, to an invitation on “Start a Reverberation Effect™” as a means of amplifying your vision, the book offers solid approaches for peak performance. You'll discover how to strengthen teams, lead with direction, and to escape pessimism and self-doubt as you and the people around you learn to Build a Better Now. You'll also find: Personal and true stories drawn from the author's remarkable life and career Evidence-backed insights taken from contemporary sociology, cultural anthropology, and futurist literature Strategies to encourage the taking of joyful risks and increasing the amount of laughter and happiness in your life and the lives of the people you encounter Perfect for executives, managers, directors, and other business leaders, Reclaim The Moment is also a must-read resource for anyone seeking to build genuine inspiration, productivity, and connection in themselves and in the teams they work with.

Managing Change in Business: A Fresh Approach is a practical handbook aimed at helping you ‘make it happen'. Intended as an easy-to-follow, self-help volume, it is aimed primarily at employees in businesses undergoing a change programme. Casting aside traditional jargon, this book offers a practical guide. It is all about making the process of change easier – to understand, adapt and accept.Contents include key drivers of change such as operations strategy, mergers and acquisitions, restructuring, digital transformation and climate change. The book also explains the all-important enablers of change, significant change models and the crucial tools needed to help ‘make it happen'. The text is also supported by real-life case examples, linking theory with practice. Business executives, academics, management consultants and business management students will also benefit from this highly readable ‘go to'book.

There is an urgent need for the repositioning of organization design in today's fast-moving technological, social and political environments. Building on the theory of human-centred design as a new foundation of the study of organization, this book offers a detailed model and approach that brings organization design to a new era of ethical and aesthetic concerns for the role of organizations in society. A new managerial role is put forward, the organization designer, as a unique set of responsibilities aimed at ensuring that the principles and values behind the organization's purpose are not only upheld, but also permeate the entirety of the organization. The book contains a number of concepts that offer a unique contribution to the management literature and which can be applied in practice, perhaps as part of the organization's regular staff development programs. It will be of great interest to academics and students of organization studies, business ethics, sustainability and strategic management.

Agile is a mindset and a culture that has evolved beyond software development to encompass all forms of project management, business organizations, defense, and society. In today's fast- paced and ever- changing world, adopting an Agile approach is essential for organizations to thrive and maintain competitiveness. This book aims to extend the concept of Agility beyond the four declarations of the Manifesto and apply it to various projects, organizations, and even society. The book delves into the intricacies of Agile and highlights its significance in modern workplaces. It emphasizes that Agile is more than just a set of tools and techniques; it is a way of thinking and a culture that requires a deep understanding of psychology and sociology. Key topics discussed: Agility as a leadership characteristic and the meta- mind of Agile • Agile mind- map beyond the manifesto and methods Psychological frameworks (Maslow, TA, MBTI, Left- Right, Slow- Fast) relevant to Agile work and psychosocial games at work Psychological development and Composite Agile Method and Strategy (CAMS) Agile organizational structures and behaviors Agile Transformations in the Digital Age This book is valuable for Agile coaches, mentors, and Scrum Masters looking for more comprehensive answers than what an Agile framework can provide. It is also helpful for business leaders, stakeholders, and product owners who need to deal with ambiguous or unclear issues, as well as project managers and team leaders who already have experience in Agile but feel like something is missing. Additionally, HR professionals and trainers involved in Agile transformation can benefit from this book.

Winner in the Leadership - Mentoring/Coaching category of the Goody Business Book Awards 2024 We live and work in a world of change. Helping individuals and teams prepare for, respond to, and learn from change are critical for thriving. Managers and leaders at all levels play a vital role in developing talent, increasing performance, and supporting transitions and transformations. This book is about effectively coaching others in your role as a manager-coach. A manager-coach is a person who uses coaching-related knowledge, approaches, and skills to coach team members in the organization who report to them or who have sought their coaching. In 16 chapters, leaders at all levels, human resource professionals, and graduate students will find research-based, practical approaches to developing talent, improving performance, and supporting transformation. Topics include the change coaching process, theoretical foundations of coaching, use of self in managerial coaching, six coaching skills, how to coach across differences, specialty coaching (peer, team, and executive), ethical considerations for coaching, and continuous development for manager-coaches. Provides models, frameworks and tools that can be used to coach team members.

The authors offer solutions for established corporations facing disruptive challenges. Based on extensive research and discussion, a unique management approach, the High 5 approach, has been developed to promote successful self-disruption in established corporations. At the center of this approach is the transformation of the core business. The book supports the idea of permanent self-disruption as the key to success for established players. Successful Business Model Transformations in Disruptive Times is aimed at the management of various industries. This book provides managers in established corporations with a theoretically sound and practical guide.

In the evolving landscape of leadership, factors from both environmental and cultural dimensions play a crucial role. In the contemporary era of digitalisation and globalisation, the impact on leadership has expanded significantly. This places greater pressure on leaders to succeed. The integration of technology and knowledge management adds complexity, demanding not only effectiveness but also cultural adaptability for navigating digital organisational changes.Effective leadership prerequisites endure, regardless of technological influence. Amid the push for digital leadership in modern organisations, it's essential to acknowledge the complexity of defining and analysing leadership. This treatise emphasises adaptability and intelligence as foundational for digital leaders and followers. Organisational ambidexterity underscores the simultaneous need for digital alignment and adaptability in effective leadership.This book emphasises followership's natural evolution in individual growth. It delves into the intricate interplay between leadership and followership within the globalised, digital context. Core to the narrative is the'intelligently learning organization,'a concept explored throughout and conclusively in Chapter 7. While technological prowess benefits leaders, it's vital to recognise its limitations in achieving organisational growth.The text highlights'digital dexterity,'a concept evaluating internal capacities for embracing digital trajectories. This nascent concept is vital for modern digital leaders to embody.

This book contains an Open Access chapter. Healthcare organizations today face widespread change as they confront varied grand challenges in uncertain environments. Leaders in healthcare require a comprehensive understanding of effective approaches to organizational change, yet the theoretical and practical landscape is evolving rapidly. Volume 22 of Advances in Health Care Management focuses on environmental uncertainty and the responsiveness of health care organizations, the mechanisms of change and how leaders within organizations frame and execute change, and investigates organizational preparedness and response in the face of acute crisis. The authors highlight the key ways in which organizations must orient toward, and build adaptive resilience to weather, an environment of persistent uncertainty and change.

Discover why not taking a risk is the biggest risk of all In The Upside of Disruption: The Path To Leading and Thriving in the Unknown, renowned disruption thinker and best-selling author Terence Mauri delivers a compelling set of mindset shifts for today's unique leadership challenges. In the book, you'll find the future-ready insights and tools you need to lead for today and prepare your organization for tomorrow. The author explains why so many of us continually overestimate the risks of bold decisions while underestimating the downsides of standing still for too long in an increasingly complex and volatile world. You'll learn about the upside of disruption and how to turn it into a tailwind for laser-like focus and strategic courage. You'll also find: Discussions of why good leaders learn but great leaders unlearn The key to unlocking cultures of courage over conformity Actionable strategies to sharpen the future readiness muscle and find the upside in disruption A singularly engaging new take on leading the future that uniquely favors the bold, The Upside of Disruption will earn a place in the libraries of managers, executives, board members, entrepreneurs, and founders looking for a new and resilient path forward.

Generative AI and the remote-work revolution show us every day that we're in a new era. The rules and norms have changed—and so must leadership.And yet, coercive bureaucracy, hierarchy, and control—old ways of thinking and working—are still with us, a deep-seated and powerful legacy. We are living through a profound transition from an old, industrial era to a new one that is digital, transparent, and complex.In this important new book by former dean of Harvard Business School Kim Clark, written with his business school professor son, Jonathan, and management consultant daughter, Erin, the dynamic struggle between two competing paradigms of leadership is compellingly illustrated: an old paradigm that involves control and power over people versus a new one that enables and inspires power through people.With rich examples and stories, the authors show how deeply ingrained the legacy model of leadership remains and how destructive it is, causing waste and loss of human potential, stifling innovation, and ultimately resulting in what the authors call'organizational darkness.'They go on to articulate a new, positive model, one that consciously seeks to do good and to make things better; that cares for people, helping them to thrive; and that mobilizes people to solve tough problems. These three elements, they argue, are the soul, heart, and mind of leadership, and activating them requires careful attention to both the personal and the organizational dimensions of leadership.The narrative is interwoven with probing analysis and reflection, and the authors speak clearly and frankly about the moral aspects and impact of leadership. They also provide a concrete frame and approach for scaling the new model and creating a vibrant leadership system.Leading Through is a deep and essential account of the evolution of our leadership thinking and practice that is both timely and timeless.

Equip yourself with tools to approach digital transformation within your organization successfully. Today, over 80% of digital transformation engagements fail to reach their objectives (as reported through a survey by Couchbase). The challenge to overcome is that the pace of change in digital has left business users falling behind. Geared towards non-technical professionals, this book seeks to get executives on track to lead this innovation wave.Data as the prime lever in this innovation wave has accelerated the pace of change from earlier innovation waves by 25 years. Companies are finding it hard to adapt as their internal processes do not allow such rapid changes. Companies are stuck with outdated tools to manage DX projects. This leads to outsourcing the responsibility for DX to IT teams and outside system developers and causing great problems. Toolsets from data visualization, simulated prototyping, video editing and Whiteboarding will be introduced and simplified to show you can use simplify them to deliver on your business goals. Case studies that feature the digital transformation journeys of companies like Hertz, BBC, Domino's Pizza and more will be explored. What You'll LearnDerive business outcomes and KPIs to successfully direct digital transformation InitiativesWork with new toolsets that business owners can use to effectively collaborate with data scientists, data analysts and data engineersRecognize valuable data and align data monetization with business goalsWho This Book is ForNon-technical business owners and professionals

Changing technology and the growing demand for workforce intelligence have ushered in a new era of human resource (HR) transformation and have compelled HR professionals to continually ideate, innovate, and adapt. This book covers the changing role of HR in the transformation of workplaces to be successful globally.With challenges come new opportunities for HR to completely transform. Currently, technology is considered to be an extension of human beings rather than an external component, which makes people less socially connected. Physical, psychological, and financial well-being in this machine-led world is driving the agenda of HR. Individuals with complex business requirements and long-term goals must coexist with the gig economy, flexible workplaces, and changing priorities. This book precisely addresses these issues. More innovations are needed to create solutions for an ever-growing digital world. This book, therefore, explains how the role of HR executives must be to understand how emerging technologies are affecting company culture, strategy, operational plans, and the hiring of future talent. Crafting a career path for knowledge workers with challenging roles with fulfilling job aspects remains a puzzle.Keeping people engaged and happier is one of the major challenges that HR professionals experience. Different generations in the workplace with differing styles of learning, communication, and dynamic expectations add to these challenges. HR functions must keep evolving to overcome these challenges to transform the workplace, and it is essential to recognize how HR can act as a strategic business advisor through the effective use of technology. This book provides practical advice in these areas.In addition, this book helps professionals, researchers, and practitioners understand the way advanced technology and automation are influencing HR practices and processes in the new normal. The topics are designed to capture the most advanced technology-based HR practices for workplace transformations in industry and academia. This book assembles contributions from experts in HR planning, human capital management, business analytics, people analytics, predictive analysis, and automation from across the world, contributing their knowledge to identify the different attributes of the above-mentioned field of study. The book's chapters are designed and organized pragmatically to enhance the reader's experience and interest, reflecting upon a few untouched segments in the HR domain such as HR data privacy, data security, diversity, and inclusion using explainable AI (XAI), blockchain, and metaverse.

Need a proven roadmap for change success?The 5-Ps Of Change: A Strategic Roadmap to Successfully Lead Organizational Change by Donnell S. Josiah, PhD, PMP, SA, is an authoritative guide for business leaders and professionals seeking to transform their organizations with precision and purpose. Drawing on over 25 years of hands-on experience across Federal, State, and commercial sectors, Josiah demystifies the art of organizational change management through the lens of five critical pillars: Purpose, Planning, Process, Performance, and People.Packed with practical insights and a wealth of tried-and-tested strategies, this book equips executives, business leaders, and change practitioners with the tools needed to implement transformative initiatives that stick. From crafting clear purpose statements that inspire, to building resilient plans, and optimizing performance metrics, Josiah's roadmap is comprehensive yet accessible. The 5-Ps of Change not only addresses the structural and strategic aspects of change but also emphasizes the human elements, ensuring that change efforts successfully engage and uplift the workforce it is intended to impact.Whether you're leading a major IT development project or embarking on a large-scale organizational transformation, The 5-Ps Of Change serves as your guide to making a lasting impact. With a balance of strategic wisdom and practical application, this book is a must-have resource for mastering the complexities of today's dynamic organizational landscape.Get the tools you need—start leading change today!

In the contemporary business landscape, the imperative for innovative approaches to business model innovation (BMI) is more pronounced than ever, especially given the pressing grand challenges, technological disruptions, digital transformation, and pressing environmental and social concerns of our era. The prevailing discourse in business model and BMI scholarship predominantly revolves around established frameworks and methodologies, thereby not fully capturing the burgeoning opportunities and transformative forces redefining BMI's future trajectory. This open access volume aims to fill the gap in scholarly discourse by offering a theory-rich exploration into the innovative pathways of business model innovation. Crafted for a global readership, this text serves as an invaluable resource for academic institutions, their faculty, students, and practitioners of business development within both expansive corporations and medium-sized enterprises. A key contribution of this edited book is the introduction of groundbreaking models and theoretical insights within the BMI domain, identifying key research gaps and further research venues for junior and senior academics to pursue, while enhancing the comprehension of how entities—ranging from individual organizations to expansive networks—can innovate, execute, and capitalize on BMI in the forthcoming landscape. Furthermore, this book elucidates the multifaceted nature of business model innovation across diverse contexts, illustrating the myriad ways BMI can be conceptualized and operationalized to achieve varying objectives, benefits, and results contingent upon the specific scenario. Lastly, this volume is dedicated to invigorating and equipping both nascent startups and entrenched firms to seize emergent BMI opportunities, fostering an environment where leveraging networks and platforms becomes a cornerstone for future business model innovation.

Culture change in four steps!This extraordinary and well-illustrated book offers you valuable insights and tools for the four iterative phases of cultural change. It serves as a reference and shows you how large-scale change happens through viral change.It offers valuable insights and combines important findings from applied psychology, case studies and practical instructions for action with valuable insights from behavioral economics and neuroscience. ContentsConcrete tools for the four iterative phases of cultural changePractical case studies from the corporate world, including digital change and New WorkIn-depth background knowledge on behavioral and mindset changeTips for culture change agents on how to use emotional intelligence and mindfulness to build resilience and master change in the face of resistanceHelpful didactics through illustrations, summaries, checklists of success factors, background,reflection and exercise boxesTarget groupsExecutives, human resources professionals, people from organizational development, consultants in startups, mid-sized companies and global international corporations as well as public organizationsAuthorsDr. Svea von Hehn has been working internationally as a management consultant (including for McKinsey & Company) since 1999. She holds a PhD in Psychology, is a multi-certified systemic coach and is a partner at RETURN ON MEANING.Nils I. Cornelissen has been working internationally as a management consultant (including for McKinsey & Company) since 2003. He holds a degree in Communications and a master's degree in Psychology and Sociology. He is a certified coach as well as a facilitator and partner at RETURN ON MEANING.Claudia Braun has been working internationally as a management consultant (including for McKinsey & Company) since 2007. She holds a degree inInternational Business Administration, a Master of Public Administration, a Master of Public Policy as well as various certifications. She is a partner at RETURN ON MEANING.The translation was done with the help of artificial intelligence. A subsequent human revision was done primarily in terms of content.

We live in an ever-changing world in which organizations find it increasingly difficult to stay ahead of the changes needed to be successful without thriving people. The authors believe that when people are valued and respected it improves their overall mental well-being and workplace experience, which in turn, makes them more motivated to help meet the purpose and objectives of the organization and adapt to external drivers.This book explores how mental well-being and a culture of continuous improvement are intertwined and mutually reinforcing. The authors contend that to create a sustainable culture of continuous improvement there must be an organization-wide focus on mental well-being at the individual level. A culture of continuous improvement nurtured in the right way, however, will indeed support mental well-being and help create a thriving organization.The key benefit of the book is demonstrating how important mental well-being is for sustainable organizational success. It explores this through many different lenses such as the individual, teams, leaders, and the organization as a whole, and explains the key elements needed for success. Leaders at all levels are able to understand why mental well-being is critical and how to nurture it in the workplace.In addition, the book explains the importance of diversity, equality, inclusion, and belonging, and how this is integral to mental well-being and a thriving organization. This book provides unique insight into how mental well-being and a culture of continuous improvement are intertwined explaining how thriving people and a thriving culture of continuous improvement create a thriving organization.

How can organizations effectively navigate times of change? This book provides comprehensive guidance on adapting mindsets, structures and strategies to achieve success.Making Sense of Change Management is a classic text for beginners through to seasoned practitioners, which covers the theories and models of change management and connects them to workable techniques that organizations of all types and sizes can use to adapt to tough market and environment conditions. The updated sixth edition includes an introduction to emerging regenerative mindsets, change processes, and ways of doing and being that will help meet both the urgency and the longer term requirements for change in response to unfolding crises. The book also references the impact of climate change, COVID-19, and other interconnected crises, and illustrates how compassionate, sustainable leadership can positively impact the way change is managed in organizations, and therefore the outcomes for all.This definitive, bestselling text in the field shows how to succeed by changing strategies, structures, mindsets, behaviours and expectations of staff and managers. Supported by thoughtful and provocative questions at the end of each chapter, as well as checklists, tips and summaries to apply knowledge in practice, Making Sense of Change Management remains essential reading for both students and practitioners who are currently part of, or leading, a change initiative. Online resources include international case study question packs and lecture slides with further reflective questions.

Transform your organization into an adaptable and flexible innovator In The New Nimble: Leading in the Age of Change, accomplished author, professor, and consultant Jay Sullivan delivers a clear, tangible, and actionable guide to implementing flexibility and creativity in your enterprise. Through interviews with senior leaders from a variety of industries and disciplines, the author shows you the trends and behaviors that allowed successful companies to navigate the changing realities and complexities that have defined recent years, including the COVID-19 crisis, the increasing awareness of racial injustice in society, and the January 6th insurrection. The New Nimble demonstrates how organizations can internalize and institutionalize lessons from recent paradigm shifts in thinking and learn how to apply those lessons to their everyday operations and to prepare for the next major challenge. You'll discover: How crucial it is to clearly articulate your mission, values, and parameters as an organization How to gather the types of data and insights that will allow you to make decisions quickly when the next change takes us all by surprise How building trust within your organization and with your external stakeholders gives you the confidence to take action in times of crisis The questions at the end of each chapter become your playbook for debriefing how your organization handled the myriad shifting realities of the last few years. That ongoing discussion with your team will prepare you to be more nimble as the next change appears. As managers, executives, founders, directors, and entrepreneurs, we will all face enormous decisions in the coming years regarding environmental challenges, shifts in the supply chain and the global economy, and the runaway freight train that is AI. As those and other issues come fast and furious, The New Nimble is the hands-on leadership guide that we'll all need as we do our best to manage our way through chaotic and volatile environments.

If you've had enough of the constant turbulence that defines corporate life today, you're not alone. Learn why change is bad for people and for business, and discover how to create the stability that we all need to thrive. For decades, “disruption” and “change” have been seen as essential to business growth and success. In this provocative and incisive book, leadership expert Ashley Goodall argues that what has become a sacred dogma is both wrong and harmful. Whether it's a merger or re-org or a new office layout, change has become the ultimate easy button for leaders, who pursue it with abandon, unleashing a torrent of disruption on employees. The result is what Goodall calls “life in the blender”—a perpetual cycle of upheaval, uncertainty, and unease. The problem with change, Goodall argues, is that a culture where everything from people to processes to strategic priorities are constantly in flux exerts a psychological toll that undermines motivation, productivity, and performance. And yet so accustomed are we to constant churn that we have become numb to its very real consequences. Drawing on two decades spent leading HR organizations at Deloitte and Cisco, Ashley Goodall reveals why change is not the same as improvement, and how, by prioritizing team cohesion (instead of reshuffling teams at will), by using real words (rather than corporate-speak), by sharing secrets (not mission statements), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight, and more, leaders at every level can create the stability that people need to thrive.

This book examines the influence exerted by digital technology platforms (DTPs) on changes to business models. The author identifies critical factors for the successful implementation and usage of such platforms, including barriers which may be related, for example, to the absence of sufficient knowledge about DTPs or the inability to obtain a sufficient amount of financial resources.Business Models and Digital Technology Platforms develops a comprehensive model of DTPs based on empirical research in Poland. It demonstrates how platforms influence changes in the operations of companies, their level of competitiveness, the consumer's role in the process of joint development of innovations and the consumer's experience as well as implications of the use of AI for the autonomy of DTPs.This book offers a unique, holistic understanding of the complexities involved and showcases their role within digital business. Combining theory with practice, this book is a valuable resource for researchers and academics of business model innovation, strategic management, innovation management, digital transformation and organisational change.

The concept of relational capital mainly refers to the value of the relationships a company creates with its stakeholders. These relationships inspired the authors to analyze their importance in the context of creating value for the enterprise and to explore the importance of leadership and communication in building relationships with the environment. Internal relational capital refers to the organization's set of intellectual property, work processes and methods, executive procedures, databases, communication and information infrastructure. Employee relations and leadership activities become pivotal in this context, as improving relational competence and intra-organizational relational capital can foster building lasting relationships with external stakeholders. This book comprises two parts. The first is devoted to discussing the most important concepts and issues related to the essence and importance of relational capital in modern companies, characterizing methods and tools for building relational capital, while pointing to the role of leadership in shaping employee engagement and building intra-organizational relationships. The second part contains the results of empirical research on the importance of relational capital in organizations from the point of view of managers, and the features and scope of maintained relationships with stakeholders. This research allowed for the evaluation of ongoing relationships in terms of how they improved innovation, financial performance, or access to resources. The book will be especially valuable to researchers, academics, professionals and advanced students in the fields of organizational studies, employment relations and leadership.

Experimentation is an essential part of innovation. It is the link between generating new ideas and putting them into practice. We are constantly experimenting in our daily lives, and organizations place great value on testing new products, services, and strategies. Yet there is a shortage of actionable guidance on how to design and execute high-quality experiments for practical purposes.This book is a hands-on manual for crafting and conducting useful experiments in real-life settings. It guides readers from any background or discipline through the fundamentals of identifying testable ideas, selecting an evidence base, prototyping, and testing, building users'skill sets and channeling their creativity through an interactive, exercise-oriented format. The book details a step-by-step framework, with user-friendly instructions and a case study illustrating the process at work at each step, as well as templates for readers to customize in their own projects. It draws on design thinking as well as other practical business approaches. From the classroom to the practice world, The Experimentation Field Book is a vital tool kit for all problem solvers and innovators seeking to address today's pressing challenges.

Challenging traditional ways of thinking, leading, and managing based on cutting-edge research and real-world examples, this book provides an insightful and accessible perspective for leaders and managers in the 21st century who seek to become more effective in an increasingly uncertain and complex world which limits their ability to get results.Just how significant this is has become all too evident in the Covid-19 pandemic. Many books have been written to address these leadership and management challenges, but they are based on the premise that there are ways to simplify, organise, and control what is going on in the workplace. In our complex world this is not possible, and there are no magic tools and techniques that will ensure success. This book explains why and offers an alternative approach, incorporating social theory and the sciences of uncertainty, written in plain English by a leader with over 40 years of experience in the private, not-for-profit, and federal government sectors. Each chapter focuses on a single key concept and is introduced by a story illustrating how these key ideas can be applied in the workplace and includes practical suggestions for leaders and managers at all levels and across sectors to incorporate these perspectives into their day-to-day work practice, making it easy for readers to use the book as a reference guide.All who manage in complex times and uncertain environments will appreciate this accessible and actionable book that will inspire a radical rethink of current management orthodoxy and help them to become more effective.