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Explore diversity, equity, and inclusion that goes beyond unconscious bias and explores the ideas and tools needed to achieve these goals In The Elephant and the Mouse, award-winning speaker and diversity and inclusion expert Laura Liswood delivers a thought-provoking and insightful new business guide that explores workplace diversity and offers new ideas for gaining the real benefits from your diversity, equity, and inclusion initiatives. The Elephant and the Mouse refers to the dynamic in organizations that are roadblocks to consciously inclusive success. The Elephant, often dominant group leadership, knows little about the experiences of the Mouse, the non-dominant groups, while the Mouse knows so much more about the Elephant. In diverse workplaces, these two groups live in different worlds. Success will come only if everyone works in a true meritocracy. You learn what may be easy for some to do in their career is much harder for others to do. In this book, which builds upon Liswood's groundbreaking book, The Loudest Duck, you'll explore the powerful case for diversity, equity, and inclusion and the often-overlooked risks posed by a homogeneous workforce. You will learn the hard truths about why many DE&I efforts fail, millions of dollars are wasted, and why organizations confuse efforts with outcomes. You'll consider new ways of leading others, with a strong emphasis on tactics and strategies employed by successful Elephant and Mouse leaders, including women leaders. The book also includes: Realistic explanations for the slow progress in diversity, equity, inclusion and social justice in society and organizations Examinations of the concept and myths of meritocracy and how to conduct a Meritocracy Stress Test on your firm How organizations often have an illusion of inclusion but find their efforts not creating the inclusive, equitable teams they say they want How safety efforts can provide a roadmap for diversity missions An exploration of both the human interventions and non-human roles of technology in DE&I initiatives, including the use of people analytics to de-bias organizations What tools are needed to go beyond awareness of unconscious bias to de-bias processes and what traits the new Elephant and Mouse leader has An indispensable resource for managers, executives, and other business leaders who seek to recreate truly diverse, inclusive, and equitable organizations, The Elephant and the Mouse is also a must-read for human resources professionals, individuals who want successful careers in diverse teams, and anyone involved in the hiring, retaining, and promoting processes. This book offers a way to move beyond traditional diversity efforts towards more modern practices that embrace—and profit from—the differences between people.

Strategy as Leadership is about making sense of predictable but drastic changes that can alter the relationship between businesses and their competition, posing substantial leadership challenges to senior management teams. Roberto S. Vassolo and Natalia Weisz provide a framework to address and respond to these critical changes by identifying them, describing the inner tensions these changes generate, and providing guidance for their successful navigation. This outside-in approach specifies the salient leadership challenges that executives will face while mobilizing their organizations to respond effectively to competitive and environmental change. This book claims that strategy is leadership as, in this framework, these environmental changes demand shifts in strategic priorities that result in a consistent pattern of resistance. If we know that changes are occurring in the competitive environment, we can soon identify who will be most resistant to the shift in priorities necessary to address the new situation. This book is for senior management teams to enable their organizations'capabilities to adapt and address environmental changes successfully.

Many organizations operate in an environment that is increasingly dynamic, turbulent, and unpredictable. This volume makes the case that they need to embrace improvisation as a core organizational capability, not to replace but to complement planning and forecasting. Research on organizational improvisation has evolved from a jazz and theater metaphor to a distinct body of empirical and conceptual work that tackles how improvisation unfolds in the full range of organizational contexts. These contexts often have very different goals, constraints and possibilities than improvisation in the arts. This makes it crucial to develop understanding of improvisation at all levels and in all types of organizations including but not limited to day-to-day operations of large firms and government agencies, strategic change, emergency management, product development, and start-ups. This book pulls together in one place major advances in understanding organizational improvisation. It describes major theoretical- and evidence-based advances in models of organizational improvisation, which the authors define as the deliberate and substantive convergence of the design and execution of a novel activity, that can be created at the individual, team, or organizational level. The authors provide, integrate and consolidate the existing literature on organizational improvisation and offer a comprehensive analysis of key processes. They go beyond a mechanical literature review to include illustrative mini-cases, novel concepts in contemporary work and short personal comments from researchers in the field.Grounded in rigorous academic work to date, this book speaks both to scholars interested in developing research on organizational improvisation and to managers. It discusses both promising paths for academic research and practical recommendations, especially those who deal with unpredictable environments that force them to either improvise or to face harmful or even fatal outcomes for organizational members and/or the entire organization.

Why do some leaders succeed and others fail? Is there a magic ingredient that the leaders must consider in their career journey to ensure the joy ride does not turn into a nightmare? What is the key to maximizing leaders'success in ways that are sustainable long term?The purpose of this book is to provide a simple road map for leaders, aspiring leaders, students, and anyone interested in the art of leadership to succeed in high-risk environments. Often, leaders don't know what they don't know. One main culprit is the lack of assessing, measuring, analyzing, and addressing risk. Simply put, we don't know what we don't measure. What is not known can and will eventually harm leaders, organizations, and their customers.Change is the new normal and only constant. As change grows, so does risk. Risk can be a friend or foe to thought leaders. It all depends on perspective, insight, and knowledge. Ignorance is never bliss, and leaders must leverage knowledge to mitigate risks at every turn.In The 10 Cardinal Sins of Leadership: What Thought Leaders Must Never Do to Succeed in High-Risk Environments, readers will learn: How to identify, measure, analyze, and address various types of risk How to determine if risk is a friend or a foe Strategic planning concepts that will allow leaders to magnify, plan for, leverage, and marginalize risks long term Methods to ensure that inclusion efforts do not become overly exclusive, thus excluding key stakeholders and creating new levels of organizational risk Techniques for looking back at organizational yesteryears to create a high-performing journey map for the road ahead The value of perspective – how we view things determines how we respond or wait to be disrupted unknowingly

Currently, businesses are forced to be more innovative than ever before. Organizations must be sensitive to global trends -- such as digitization, globalization, and automation -- and at the same time build resilience and flexibility to combat unexpected changes in customer demand. The coronavirus pandemic is just the most recent and pronounced example of this new-normal business necessity. Amidst the disruption, many businesses are caught not knowing how to proceed. How ought one pursue or achieve innovation for the company? Are there different innovation strategies? Why might a business leader choose one over the other? The Lean Innovation Cycle addresses these concerns by introducing a new multidisciplinary framework for both thinking about and pursing innovation. By taking key concepts from the quality management practices of Lean and Six Sigma, the framework augments these tools and disciplines by incorporating other problem-solving and design techniques, including Human-Centered Design. The result is a view of innovation that many business leaders will find fits nicely into their existing paradigm of strategy and operational discipline.After the introduction of the framework, the book turns to understanding the differences, advantages, and tradeoffs in pursuing Lean Innovation in lieu of traditional, technologically driven innovation approaches. To this end, the book considers issues of sustainability, organizational strategy, and competitive advantage. The result is a thought-provoking dialogue that informs the reader about the key considerations of how best to pursue innovation within their business and the business environment, as well as the circumstances that might make one innovation strategy more congruent to an organization's culture, goals, and objectives than the other.

2022 PORCHLIGHT LEADERSHIP & STRATEGY BOOK OF THE YEARA transformational book for trying times, Dare to Un-Lead will challenge the way you think and feel about the role of leadership in your life.What is revered as leadership today is often nothing more than a destructive set of obsolete behaviors and systems evolved from the centuries-old industrial theories popularized by Frederick Taylor and Henry Ford. This mode of leadership harms individuals and societies and must be reinvented to better reflect the way we live, trade, and work in the 21st century. Dare to Un-Lead explores how contemporary organizations can transform leadership from a top-down hegemony to one that empowers people to lead together through the concepts of liberty, equality, and community.Kotter affiliate and global engagement leadership specialist Céline Schillinger combines her experience enacting digital-enabled, people-focused collective work practices in global corporate structures with a deep analysis of leadership—studied through multiple lenses and timely sources of knowledge—to provide original insights into why these practices work.The result is a series of evidence-based approaches for reinventing collective performance across organizations in a post-pandemic world.From large corporations to small businesses, the lessons learned in this landmark book, implemented individually and collectively over time, will make our workplaces more equal, our jobs more gratifying, and our economies more profitable. And that will make the world a better place.

Managers often isolate their innovation teams, but wouldn't it be better to engage all the workers in innovation? This book describes a framework that makes innovation a daily consideration for all. It involves allowing a knowledge network to develop naturally which complements the existing organizational structure making it more organic. It fosters more extensive collaboration amongst workers to produce more imaginative solutions that maximize value. The workers are encouraged to consult one another spontaneously across their organization and beyond its traditional boundaries. Insightful and constructive exchanges stimulate their thinking making them creative partners. Unsuspected capabilities, ideas and value are revealed. Philippe Davidson describes creative deliberation techniques designed to maximize stakeholder value. The framework also makes organizations nimbler and more resilient to market changes. They become more sustainable in ever-changing conditions because learning and change become the norm. Innovation champions will find powerful arguments for introducing democratized innovation in their organizations. A wealth of practical techniques and handy tips for participative work-based training will help organizational trainers and facilitators to democratize innovation. Management consultants will find invaluable insights to advise their clients on innovation. Your workers are your organization's best agents of change - unleash their natural creativity!

This book explores how digitalization and digital technologies influence markets, firms, financial institutions and organizations. Drawing on examples from Canada, Poland, France, Albania, Africa and Turkey this book takes a truly international perspective. It explores the technical aspects of digitalization, with chapters examining topics like how digitization creates value in a small company, how digital-driven business drives innovation, how import-exporting firms can increase productivity within the digital economy and how financial systems and institutions evolve due to new technologies. However, the book goes beyond this and, by adopting a holistic view, examines the social impact of digitalization, with the authors discussing how trade unions and employers present Industry 4.0 to employees and the general public. This book will be of interest to anyone studying digital innovation, digital management, digital strategy, Fin Tech, firm management, and Industry 4.0.Chapter1 is available open access under a Creative Commons Attribution 4.0 International License via link.springer.com.

This book places a central question: why are some regions in the world more successful in innovation than others? It aims to increase readers´ understanding of how innovation processes are accelerated or hindered by regional characteristics. A deep dive into differences of innovation ecosystems across global regions will provide a detailed mosaic of strengths and weaknesses. The audience will also learn to assess the resources and elements of regional innovation systems and to compare and contrast structures and processes in innovation management in Africa, Asia, Europe, and the Americas. The speciality of the book lies in its focus on the patterns that are behind the development of many successful innovation regions and it defines the ingredients for right planning and policy development.

When a $145 million IT project failure pushes Los Angeles to the edge of financial meltdown, the County CEO asks Max McLellan, a harried IT project manager, aka The Integrator, for help. The County Board gives Max 30 days to identify the problem and find a solution. At first Max finds the usual missteps, but something bigger and darker beckons, an explosive source of project failure. He must do something different, rattling ghosts of previous County IT failures, uncloaking crookedness, and exposing truths that shatter careers.With some people rooting for his failure, Max battles to fit all the pieces together with the County team, applying his proven framework to define the problem, plan a solution and execute it successfully.It's common knowledge that barely 50% of IT projects succeed, per a 2017 Project Management Institute report. Equally well-known, approximately 70% of large-scale change management initiatives fail according to a 2017 McKinsey & Co. report. Given the challenge to overcome these low success rates, The Integrator offers a proven narrative on the organizational change framework for achieving Agile IT project management success based on the author's 45+ year client experiences and published research.The Integrator defines change management as the single overarching methodology integrating Agile IT and project management. It does this because all projects are about change – significant organizational and personal change. The people involved – their participation in and understanding and support of these changes – ultimately determine IT projects success or failure. In fact, while all IT projects are about change, successful projects change human behavior.The methodologies included in the framework, described in The Integrator, include: • Change management as defined by AIM (Accelerating Implementation Methodology). • Project management as defined by the Project Management Institute (PMI) Guide to the Project Management Body of Knowledge (PMBOK Guide) standard. • IT management as derived from the Institute of Electrical Engineers (IEEE) Guide to the Software Engineering Body of Knowledge (SWEBOK) standard.• Agile as defined by the Agile Alliance's Agile Manifesto.Written by a certified Project Management Professional and accredited change management practitioner, The Integrator chronicles the challenges involved in applying this framework in a real-world setting to achieve successful project implementation.

Discover the leadership strategy for unlocking your team's greatness. Whether it shows up as stress, top-down leadership styles, drama, or uncertainty, fear kills good decision-making, dampens morale, lowers employee engagement, and hurts bottom-line growth. The good news is that there's an antidote: Freedom at Work.In this groundbreaking book, Traci Fenton brings together decades of original research, based on her team's work with hundreds of top companies around the world, such as The WD-40 Company, Mindvalley, DaVita, Menlo Innovations, Zappos, HCL Technologies, and more, revealing the proven pathway to leadership success. This powerful strategy will benefit any leader at any level in any type of organization, from entrepreneurs to mid-level managers to the C-suite. Freedom at Work is based on three key pillars: • Freedom-Centered Mindset: Break through limitations, make better decisions, and act with clarity and confidence • Freedom-Centered Leadership: Lead yourself and others from a place of freedom rather than fear • Freedom-Centered Design: Develop a world-class culture based on the 10 Principles of Organizational Democracy Freedom at Work is a revolutionary guide that will help make any organization high-performing and highly profitable, while creating a culture people love. This book will help passionate leaders weave freedom and democracy into our global tapestry through the way they run their teams and organizations—ultimately transforming our world for the better.

The unique leadership challenges organizations face throughout the world call for a renewed focus on what constitutes'authentic, inclusive, servant, transformational, principled, values-based, and mindful'leadership. Traditional approaches rarely provide a permeating or systematic framework to garner a sense of higher purpose or nurture deeper moral and spiritual dimensions of leaders. Learning to be an effective leader requires a deep personal transformation, which is not easy. This text provides guidelines in a variety of settings and contexts while presenting best practices in successfully leading the twenty-first century workforce and offering strategies and tools to lead change effectively in the present-day boundary-less work environment.Given the ever-growing, widespread importance of leadership and its role in initiating change, this will be a key reference work in the field of leadership and change management in business. The uniqueness of this book lies in its anchorage in the moral and spiritual dimension of leadership, an approach most relevant for contemporary times and organizations. It represents an important milestone in the perennial quest for discovering the best leadership models and change practices to suit the contemporary organizations.Designed to be a resource for scholars, practitioners, teachers and students seeking guidance in the art and science of leadership and change management, this will be an invaluable reference for libraries with collections in business, management, sports, history, politics, law, and psychology. It will present essential strategies for leading and transforming corporations, small businesses, schools, hospitals, and various nonprofit organizations. It brings the research on leadership and change management up to date, while mapping its terrain and extending the scope and boundaries of this field in an inclusive and egalitarian manner.

The COVID-19 pandemic has re-shaped organizations on many levels: resource, process, structural and relational. Such a wide range of forced changes has resulted in a greater need to implement risk management principles and procedures to secure an organization's position in the market. This book presents selected and key aspects of managing contemporary organizations in the conditions of the COVID-19 pandemic, enriched with empirical analyses relating to various countries of the world. This edited collected focuses on clarifying and solving basic management dilemmas, integrated issues of risk management and organization security in light of changes during the COVID-19 pandemic. It specifically explores the following common problem areas, across industries and sectors, using theoretical, empirical and practical perspectives: financial, economic and regulatory conditions for management processes in the conditions of the COVID-19 pandemic; management of information resources and security in the conditions of the development of the phenomenon of digital risk and e-commerce; shaping relationships with stakeholders, with particular emphasis on relationships with customers in the conditions of sales processes; shaping the processes of creating and diffusing knowledge, with particular emphasis on the activities of educational entities. Organizational Management and the COVID-19 Crisis will be directly relevant for researchers and academics across a range of management disciplines, including strategic management, risk management, organizational studies, information and knowledge management and related fields.

In the VUCA (Volatile, Uncertain, Complex and Ambiguous) world in which we are currently operating the rapid evolution of forces acting on your company, such as technology, are driving continual change to the degree that you will need to be prepared to evolve and transform again and again to keep pace. There is no single target end-state that you can reach that will allow you to take an extended breather. The chances are, you will have to change course, maybe more than once, while executing any substantial transformation you undertake. If your company is to be sustainable, you will need to perform a Digital Transformation and prepare yourself to manage the numerous, varied and changing risks that go along with it. Authorities on risk management, such as ISO, COSO, OMB and NIST, focus more on what Risk Management should look like once it's in place than they do on how to get there. They generally leave it up to companies to determine how to organize and implement it, themselves. Agile Enterprise Risk Management is the discipline you will need to meet this challenge. Managing risks while transforming a company to enable continuous adaptation are substantial, and AERM practices are an evolutionary step away from traditional Risk Assessment, Risk Management and Risk Assurance. The value that Agile Enterprise Risk Management provides is guidance as to how to achieve accelerated RM while continuing to comply with relevant standards. Although you are now faced with the challenge of performing two transformations simultaneously, it is feasible if you are willing to do it. It is quite possible that you are already doing a lot of what you need to do to succeed at this. Digital transformation and AERM adoption are symbiotic—both require common management disciplines, which must be implemented and exercised in a manner consistent with running a digital business, to be successful. This book provides a road map to achieving this.

A restorative just culture has become a core aspiration for many organizations in healthcare and elsewhere. Whereas ‘just culture'is the topic of some residual conceptual debate (e.g. retributive policies organized around rules,violations and consequences are ‘sold'as just culture), the evidence base on, and business case for, restorative practice has been growing and is generating increasing, global interest. In the wake of an incident, restorative practices ask who are impacted, what their needs are and whose obligation it is to meet those needs. Restorative practices aim to involve participants from the entire community in the resolution and repair of harms. This book offers organization leaders and stakeholders a practical guide to the experiences of implementingand evaluating restorative practices and creating a sustainable just, restorative culture. It contains the perspectives from leaders, theoreticians regulators, employees and patient representatives. To the best of our knowledge, there is no book on the market today that can function as a guide for the implementation and evaluation of a just and learning culture and restorative practices. This book is intended to fill this gap. This book will provide, among other topics, an overview of restorative just culture principles and practices; a balanced treatment of the various implementations and evaluations of just culture and restorative processes; a guide for leaders about what to stop, start, increase and decrease in their own organizations; and an attentive to philosophical and historical traditions and assumptions that underlie just culture and restorative approaches. The interest in ‘just culture', not just in healthcare but also in other fields of safety-critical practice, has been steadily growing over the past decade. It is a trending area. In this, it has become clear that 20-year-old retributive models not only hinder the acceleration of performance and organizational improvement but have also in some cases become a blunt HR instrument, an expression of power over justice and a way to stifle honesty, reporting and learning. What is new in this, then, is the restorative angle on just culture, as it has been developed over the last few years and now is practised and applied to HR, suicide prevention, healthcareimprovement, regulatory innovations and other areas.

Organisational development (OD) as a practice involves an ongoing, systematic process of implementing effective organisational change. OD is both a field of applied science focused on understanding and managing organisational change and a field of scientific study and inquiry. It is interdisciplinary in nature and draws on sociology, psychology, particularly industrial and organisational psychology, and theories of motivation, learning, and personality. Organisation Development in Healthcare: A Critical Appraisal for Practitioners provides both an overview of the evolution of OD in healthcare as a field of practice and as a challenge to its future development. It examines the underlying assumptions behind OD and tracks its historical growth in healthcare, with special attention devoted to the UK's National Health Service. The unusual nature of healthcare organisations delivering human services through the work of professionals who are subject to emotional labor and are addressing society's wicked problems provides a unique context. A range of challenges for healthcare OD are identified, including questions of conformists or deviant innovation; organisations as machines or systems; hierarchy versus democracy; the importance of power and emotion and possible future ways forward for healthcare OD are suggested. Examples and short case studies from both the UK and the US to illustrate the benefits of OD are included.

This book sheds light on the processes and cognitions used by managers to successfully implement strategies while navigating the strategy and change interface.It applies the latest thinking from the resource-based literature, in particular the idea that high performing organisations have become adept at honing and utilising value creating dynamic capabilities. Key processes and cognitions help organisational leaders sense opportunities and threats as well as shrewdly seize strategic opportunities to advantageously enhance performance. The book also adopts an institutional view; that is, it assumes that organisations must satisfy their stakeholders while navigating a range of influences, including other organisations, markets, laws, quality standards, conventions, and cultural norms. This book conceptualises corporate strategy as an amalgam of four fundamental strategies: the organisation's financial, customer value creation, resource, and non-market strategies. These strategies address the capital, product and services, and resource markets as well as various non-market institutions. Successfully integrating and implementing these four strategies allow organisations to enable their employees'multidisciplinary talents. By approaching strategy in this way, the book demonstrates why it is important to monitor changes to the organisation's strategic context and helps it identify the practices, collaborations, and projects necessary to achieve spectacular strategic change.

Our work life is changing. Every day new companies, technologies, and ideas emerge that impact how, where, and most importantly, why we work. Despite this exciting evolution, people remain the heart of change. People are tricky. People don't seem to evolve as fast as global trends. People get Stuck. Teams have people moving at different speeds with different levels of adoption in our evolving workplace. Some evolve and some don't. Teams get Stuck. Leaders, managers, and teammates struggle with this resistance and get frustrated. Frustrated people impact the performance of every organization. Organizations get Stuck.Why? The answer is deeply human and biological, rooted in the way our brain interacts with everything in the world, even work. When people feel they are losing something, they react by getting Stuck. Stuck connects over 20 years of research on our brain's reaction to the evolving workplace with real stories of people journeying through the challenge of being Stuck. The organizations, leaders, and managers who understand these concepts will evolve with the future. Those organizations will understand LOSS as a tool to achieve business WINs.This book addresses a critical concept that closes a gap in other popular business publications. Many books tell leaders and managers the process of how to change their organizations. However, many of these books lack a key mechanism for understanding human interactions. The mechanism is a biological function developed through evolution called attachment – the human need to connect to different tangible and intangible objects for support. Attachment is the reason that people connect with leaders and corporate culture, but also what creates a deep sense of loss during even the smallest changes. Stuck offers a complete understanding of attachment and how it impacts individuals, relationships, and organizations. The root of the challenge is the human need to connect to different tangible and intangible objects for support. The basis of the need for support is grounded in our need for attachment. Those who learn to understand loss through attachment behavior and the attachments of others will succeed. In addition, this book provides original data-based evidence from assessments conducted with nearly 20,000 respondents and original stories from the application of attachment concepts in more than 150 organizations across all sectors around the globe. It shines a light on attachment and use it as a lens to better understand our workplace. Stuck is not an academic study. It is a practical guide for leading the brain through change. For the first time, the authors tell stories that demonstrate their research and offer a roadmap for how to leverage attachment research to drive business success.Stuck provides not only the deep lessons from the authors'research, but clear steps for readers to use the lessons of attachment in their own work. In this way, the book serves as a guide to those leaders, managers, and employees who are ready to be unStuck.

You can grow your revenue and scale your business without sacrificing your whole personal life. It's all about working smarter, not longer. Strategy Sprints is the blueprint that you need to increase your effectiveness, grow your revenue and secure business resilience. Using the'Sprints'method, agile expert Simon Severino shows you how to transform your business with 12 assignments or'sprints'that will make you more impactful as a business leader, grow your revenue and make your strategy execution rock. Through these tried and tested exercises, businesses blow the competition out of the water. Strategy Sprints will teach you to identify the bottlenecks that are weighing your business down, turn you and anyone in your team into a sales superstar and streamline processes so you spend time where it matters. The outcomes you'll master include: - developing a compelling vision- mapping out where you can make the most money- increasing your conversion rates to salesWith plenty of practical tools and templates that work, learn how Strategy Sprints can transform your business.

This essential playbook shows how companies can scale success by coupling digital strategies with an investment in the health of their organizations and the people within.To scale and grow, a company must get the organizational elements right. That begins with having the right strategy, the right leadership to drive it, and the right talent, culture, and organizational design to realize a company's potential. This is especially true in the AI era, where a company's most valuable assets are its people. To begin with, leaders must rethink their value creation strategies. To hone their organizational edge, leaders must prioritize their organization's health in seven vital areas: strategic direction, culture, leadership, talent, organizational design, EID (equity, inclusion, and diversity), and well-being. No matter what type or size of business, those essential conditions must be leveraged for increased value and growth. Put simply: organizational matters matter. To hone their digital edge, leaders must understand AI, as advances in technology allow leaders to build organizations that can compete and win in the future. Finally, an investor mindset will enable leaders to invest wisely in the technology (and leverage that tech) that sets their organizations apart.

Om succesvol te blijven is het belangrijk dat organisaties bestand zijn tegen de steeds snellere veranderingen en ze die veranderingen liefst ook een stap voor blijven. Het is cruciaal op een juiste manier naar de toekomst te kijken, onzekerheid te omarmen, kansen te benutten en bedreigingen tijdig te herkennen. Why innovation fails leert je niet alleen in de toekomst te kijken, het toont ook de meest gemaakte fouten en veelvoorkomende valkuilen in een innovatieproces. Bovendien krijg je een beter inzicht in de technologische evolutie van de komende tien jaar en vertaalt het al deze inzichten in een concrete aanpak om toekomstrobuuste, succesvol innoverende bedrijven en organisaties te bouwen.

The ISO Innovation Management System (IMS) Standard (ISO 56002) provides a much needed and well-timed input to the innovation management discipline. While research efforts within the domain of innovation management have vastly increased over the past decades, research has primarily been conducted through specific contributions to distinct areas of innovation management (e.g., top management, culture, processes), lacking a more holistic perspective. Practitioners know that managing innovation is challenging. Bringing in a globally recognised standard that offers a holistic perspective will be key in professionalising the innovation management discipline, much like quality management and project management standards have done in the past.This book focuses on the ISO Innovation Management System Standard and the links with ISPIM's Body of Knowledge (BoK) special interest group, the ISO innovation management community, and the International Collaboration Platform for Innovation Management System (ICP4IMS). It covers four topics as follows:

Presenting the emergence of new organizational designs in a novel way, this insightful book blends theory and practice to examine major trends and directions, the key ideas that underpin organizational design and how these ideas might be applied. The authors explore how, in a world characterized by relentless change and volatility, traditional bureaucracies of the past are increasingly regarded as being too slow and centralized. Instead, emerging ideas, such as platforms, ecosystems, holacracies, agility and improvisation are gaining purchase. Focusing on key trends and forms of design, the book offers an approach to organizing that accommodates paradoxes and offers a fresh view on managing organizational design. Rich in anecdotes and examples, the Elgar Introduction to Designing Organizations will be a useful guide for business and management scholars and advanced students with a focus on organizational studies and innovation. It will be beneficial for business managers thinking about how to design their organization so that it is fit for contemporary purposes.

Arguing that a functional approach to Human Resource Management is fast becoming obsolete, this book explores the many areas of accelerated change in the workplace and how business leaders must evolve their thinking to meet the needs of their workers and managers alike. With a clear focus on the accelerations caused by Covid-19 and how technological platforms have enabled working practices and business continuity, the book effectively lays the groundwork for a changed but well-functioning people management system. The authors present the new model of Strategic Human Asset Lifecycle Management that incorporates the drastic changes in how jobs are designed, how human talent is acquired, how work is performed, how work is rewarded and conditions set, and crucially, how labor laws must change – all to meet the fast-moving requirements of a digitized world. Enriched with cases that illustrate both well-adapted and badly-adapted organizations, as well as helpful summaries and thought-provoking challenges, this book is an essential resource for all those who aspire to great people leadership in their organizations, including HR professionals, instructors, and upper-level students.

Effective team work is essential if innovation projects are to succeed. How to create high-performing innovation teams provides practical guidance and advice on how to create high-performing teams regardless of type or size of company, organization, or public institution. It offers the reader pivotal tools and insights to use in practice. Both the theory and practice for creating high-performing innovation teams are discussed and new tools and insights are provided for managers, consultants, and academics. It answers the call for rapid innovation to respond to the increasingly changing market and to shorter product life cycles. How to create high-performing innovation teams addresses specifically the factors that enable innovation work from the perspective of the organization, the innovation team, and its members. In addition to co-located innovation teams, the book also discusses the differences among global organizations and what to consider in the creation of global high-performing innovation teams.

The social and political changes of this era have created a climate change and fundamental shift in how businesses view the impact of diversity, equity, inclusion, and belonging (DEIB) in the workplace. It is essential to understand how leaders make significant, sustainable changes utilizing communication abilities, envisioning, conflict management skills, and innovative DEIB initiatives. However, leaders must be careful not to rely on anecdotal evidence as it does not always reflect DEIB realities. Implementing Diversity, Equity, Inclusion, and Belonging Management in Organizational Change Initiatives analyzes how leaders implement DEIB organizational change initiatives. It provides an interdisciplinary perspective of how issues and challenges pertaining to DEIB management affect organization performance. Covering topics such as inclusive organizational identity, socio-intercultural entrepreneurship, and supplier diversity programs, this book is an indispensable resource for business leaders, managers, entrepreneurs, academic administration, students and educators of higher education, government officials, researchers, and academicians.

A must-read in the wake of COVID-19, this book unpacks the nature of resilient organizations and how they prepare for unpredictable, complex, and profound change.Organizations that do not adapt and evolve die. To date, however, it has not been at all clear how to build a resilient organization. That puts us all in the unenviable position of trying to ready our organizations for an increasingly uncertain future without the proper guidance to do it. This book introduces 14 elements of resilience that consistently emerge in organizations that have thrived amid adversity and volatility. Resilience is not about determination, grit, cybersecurity, or teams of resilient individuals; resilience, it turns out, is often confused with robustness. Readers will discover how resilient organizations build and employ a distinctive combination of crews, capital, culture, and leadership—and, crucially—how to adapt these combinations for their own organization.Senior business leaders, consultants, entrepreneurs, students, and professionals will appreciate this book's practical, approachable, and engaging guidance, including insights by leaders from Health Care for the Homeless, The Ohio State University, NBCUniversal, retail stores, and more.

In Change Management komen alle aspecten aan de orde die bij organisatieveranderingen van belang zijn: bestaansrecht, inrichting en leefbaarheid van organisaties, functionele relaties, organisatiestructuur, functies en functioneren, fasering van veranderingsprocessen, networking en veranderingsinstrumenten. Centraal in het boek staat een integraal veranderingsmodel dat door de auteurs is ontwikkeld en zijn waarde in de praktijk heeft bewezen. Studenten leren met dit model hoe alle besproken aspecten met elkaar samenhangen en hoe een veranderingsproces met succes georganiseerd kan worden. De belangrijkste fasen in een veranderingsproces – analyse, veranderplan, implementatie en evaluatie – worden behandeld en zijn voorzien van praktische aanwijzingen. Deze zevende druk is geheel geactualiseerd en bevat een aantal nieuwe cases en voorbeelden. Er is meer aandacht voor de rol van de (verander)leider en voor de laatste ontwikkelingen in de theorie. Deze druk is fraai geïllustreerd met aansprekende foto's en voorzien van elementen die zelfstudie ondersteunen. Hier is het volgende materiaal te vinden: 1 links naar actuele websites en aanvullend materiaal waarnaar verwezen wordt via het internetsymbool in het boek 2 per hoofdstuk extra cases met uitwerkingen 3 per hoofdstuk MC-vragen met antwoorden 4 per hoofdstuk open-aanloopvragen en de bijbehorende antwoorden 5 PowerPoints met figuren en kernwoorden

This book is an investigation into the evolving nature and consequences of strategic management in public governance. It is prompted by the practical as well as the academic interest in the application of strategic management to public governance and to the public sector.The main features of this book are its management focus, its use of published statistics and expert ratings to develop empirical insights into the capabilities and processes of strategic management in government, and its concern for practical relevance. Although this book deals with governments, it is a management book and not a political book. It is, in fact, a management book that'frames'strategic management in government as a tool of (or enabler of) the public governance process. This is relatively novel. The book's management focus has several themes, which can be summed up as comprising: the use by government of long-term strategic visions and strategies, effective management of the delivery of strategic visions and strategies, the performance of national governments, and the implications of strategic state capabilities for the quality of public services, for sustainability, and for managing strategic crises.This book will be relevant reading to researchers, scholars, advanced students, policy makers and public administrators in the fields of strategy, strategic management, and public governance.

Purpose-Driven Innovation takes readers inside the UN Lab for Organizational Change and Knowledge (UNLOCK) to discover a new theory of change management, developed to help managers navigate accelerating, global, societal challenges such as the Covid-19 pandemic. Using real UN cases, arranged according to the UN change framework, the authors show how this new theory works in the real world, overcoming bureaucratic obstacles and the challenges of the digital era. This is the first book to set out how change management models work in practice in the context of the Sustainable Development Goals (SDGs). It is an essential primer for all organizations, small and large, public or private, within and outside of the United Nations, working to help achieve the SDGs through organizational change in the wake of crisis.

“Impeccably researched and astoundingly insightful, The Root Cause reveals how to go from ‘putting out fires'to finding true, lasting solutions... A must-read guide for executives and leaders at any stage of their career!” ―Marshall Goldsmith, Thinkers50 #1 Leadership Thinker and #1 New York Times bestselling author of Triggers Businesses—large and small—have their day-to-day operations disrupted by new and unforeseen circumstances. Typically, these disruptions manifest themselves in many forms, such as disappointing top-line results, low employee engagement, the war for talent, a lack of creativity and innovation, eroding profit margins, price wars, fraud, and ethics violations. Such unintended and unwanted effects are mere symptoms of a dysfunctional business system. That means their root causes are inherent to that system's design, structure, or organization, implementation or operation, maintenance, and management, which are all exclusive executive responsibilities. Until executives adapt and adjust their business systems accordingly, these problems will keep recurring―prompting the erroneous belief they are without solution. In this groundbreaking guide, change-management consultant Hans Norden challenges you to rethink your approach to solving stubborn enterprise-wide problems by demonstrating that real solutions are in fact readily available. Rather than prescribing HOW to solve a dysfunctional system's countless symptoms, he describes WHY systemic problems occur and keep manifesting in one form or another. Once you understand the principles that explain and predict the outcome of your decision-making process, you will forge ahead with purpose and confidence, feeling empowered to solve stubborn systemic problems with authentic and lasting solutions. You'll gain expert invaluable insight into: Why change initiatives require a form of leadership different from routine operations. Why diagnosing systemic problems makes all the difference in the successful outcome of change management initiatives, including changing strategic direction. Why recognizing behavioral patterns―such as human error―prevents unnecessary friction and conflict, and enhances business performance. Why growing bottom-line results tends to erode a business system's sustainable performance. Why developing a business system's capability and capacity enhances its sustainable performance. Why neither people nor technology can outperform a business system's capability and capacity. Why the existence of net profits doesn't necessarily constitute success—and vice versa. Whether you've been running your organization for years or you're an up-and-coming C-suite leader, a trusted advisor or financier, with The Root Cause, you have everything you need to help create and deliver authentic solutions to drive sustainable success for years to come.

In a global and digital society, businesses are constantly being challenged by innovative and disruptive management strategies. The dramatic changes that took place in all corners of the world during the COVID-19 pandemic confirmed that companies need to update their resources and anticipate trends. The current changes introduced by digitalization offer endless innovation scenarios and strategic opportunities to companies but also demand an accurate and structured analysis of drivers, motivations, and determinants for success in this transformation. The Handbook of Research on Smart Management for Digital Transformation analyzes the drivers of digital transformation in businesses and assesses digital transformation success factors in the short, medium, and long run. This critical reference source is comprised of theoretical and empirical chapters as well as case studies on digital adoption by companies in different business sectors. Covering topics such as brand messaging, digital media platforms, and success determinants, this book is an essential resource for managers, researchers, educators of higher education, business students, digital strategists, business associations, communication and marketing agencies, entrepreneurs, and academicians.

Often it seems that people place a spotlight on leaders and disregard the probability that the success of the organization lies somewhere in the followers. However, literature on followership is often overlooked and research on it ignored. As organizations rapidly change, it is essential to understand organizational change through simultaneous discussions of both leaders and followers and the roles they play in the ultimate success of the company. Leadership and Followership in an Organizational Change Context is a pivotal reference source that establishes the concept and definitions of leadership and followership in the context of organizational change and discusses the leadership and followership styles that can contribute to organizational effectiveness. While highlighting topics such as leadership style, employee engagement, and succession planning, this book is ideally designed for managers, executives, directors, upper-level management, business professionals, academicians, researchers, industry professionals, and students seeking current research on the types of changes that organizations are facing and how such changes can be managed.

Faced with chaotic environments, it is not possible to make totally efficient forecasts, especially when it is necessary to analyze events with multiple variables and micro, small, and medium enterprises (MSMEs) constantly face events that escape the laws of the market. The handling that has been given to the crisis caused by the coronavirus has been trial and error, and the economic, social, and environmental results remain to be seen. The markets and the world are chaotic. With the markets in chaos due to the COVID-19 pandemic, it is important to look at the methods used in these environments to promote business success. The Handbook of Research on Management Techniques and Sustainability Strategies for Handling Disruptive Situations in Corporate Settings elaborates on the skills, techniques, and tools that are more useful for these environments and identifies what makes companies that work well in organizational chaos and in chaotic economic environments perform better than companies that are well organized. Covering topics such as strategic management, multidimensional chaos approach, and the global unstable market, this book is essential for managers, executives, academicians, policymakers, entrepreneurs, researchers, undergraduate and graduate business students, and any person interested in state-of-the-art business issues.

A capacity for learning, adapting, and changing is an important facet of organizational resilience. What is involved in generative organizational change? Is it an event, a process, or constantly ongoing? What makes organizational change'good'for the organization? Who has the power to decide what is'good'for the organization and its members? How is it decided? What if there is strong disagreement or conflict? How is that handled? What is the role of organizational members and leaders in these discussions? As these questions demonstrate, the triad of change, power and conflict are intimately linked. The purpose of this book is to explore the topics of change, power and conflict as they relate to the experiences of everyday organizational life. It will provide readers the opportunity to reflect critically on their own local experience and involvement in organizations and to glean actionable wisdom for meaningful engagement and impactful contributions to their organization(s) in the present and future.Conflict, Power, and Organizational Change will be of interest to students, researchers, academics and professional colleagues interested in the fields of business and organizational studies, especially those wanting to get acquainted with the concepts of change, power and conflict in contemporary organizational settings.

This book seeks to explain the nature of discrimination and exclusion and why these are so prevalent in our societies. The continued failure to overcome these obstacles prevent organisations from taking advantage of the significant benefits and returns that come from being inclusive in the face of diversity. It explores the key drivers of non-inclusive behavior and how they can be countered before providing guidance on how organisations can successfully pursue inclusive culture change. With a mix of applied academic theory, practical examples and real-world experiences, the book examines the topic of D&I from four perspectives: (I) Why diversity and inclusion matters. (II) The forces of exclusion and isolation. (III)The imperative conditions of change. (IV)The organisation of the culture transformation process.In doing so, the book meets the diverse needs of those involved in corporate governance, board members, executives, and even consultants who want to understand the intricacies of cultural diversity and inclusion and why so many programmes fail. For academics in organisational behavior, equity, diversity, and inclusion, trained in the social sciences and anthropology, the book offers a guide to the practical application of theory and the implementation of policies that cannot rely on the assumption of stability and consistency. This book is an invitation to anyone who wants to take on the challenge of making a difference and organisational change a reality. Dr. Doyin Atewologun, psychologist, scientist, practitioner and leading expert in the field of promoting inclusion and excellence in organizations, provided valuable consultancy to the author during the creation of this book.

The book addresses an explicit demand expressed in a large number of C-Suite interviews: managing significant transformations in the private and public sector. The book describes what types of transformation have to be reflected, why transformations are crucial in our days, the triggers they have, and how they might be best managed from a theoretical and practical point of view – technically and with all people-connected soft facts. The book, which contains numerous use cases, is written by an international community of practitioners, experts, and academics from different geographies, countries, public and private organizations, industries, and cultures, which guarantees the comprehensiveness and richness of the developed insights and the value of the presented use cases.

The Fourth Industrial Revolution will fundamentally alter the way we live, work, and relate to one another. Robotics, AI, neuro-technologies and autonomous vehicles will alter behaviours, relationships, and meaning. In this context, an important question that organizations must ask themselves is how can they adapt their business models and values to compete successfully? In answering this question, this book applies the concept of complementarity to business areas that are often dealt with independently: strategy, leadership, management, talent and engagement. Organizational success will not only be achieved by singularity but also by organization wide interventions that connect each of the functions to a broader purpose. The author argues that whilst the factors of an organisation will continue to affect each other in one of three ways: independent, substitutive, and complementary, it will be towards the latter that a greater level of importance isattached. The book describes how complementarity has arisen in non- business fields and how an interpretation of it might be a useful paradigm for the modern business organisation. Finally, the book explores organisational and individual competences and how they might be applied in the complementarity model.

This book focuses on how businesses manage organizational innovation processes. It explores the innovative policies and practices that organizations need to develop to allow them to be successful in this digital age. These policies will be based on key resources such as research and development and human resources and need to enable companies to respond to challenges they may face due to the digital economy. It explains how organizational innovation can be used to improve business's development, performance, conduct and outcomes. Contributing to stimulate the growth and development of each individual in a dynamic, competitive and global economy, the present book can be used by a diverse range of readers, including academics, researchers, managers and engineers interested in matters related with Organizational Innovation in the Digital Age.

'The 7 Conversations is a unique model for organizations to grow and innovate in a team-based way with a powerful transformation accelerator.'—Penny Pennington, Managing Partner, Edward JonesAn actionable blueprint for transformational business journeys from Growth River founder Richard HawkesLeading transformation in teams, businesses, and organizations is complex, and leaders are expected to know how to do it. Navigating the Swirl provides the clear thinking required to navigate this challenge. In Navigate the Swirl: 7 Conversations for Business Transformation renowned growth and strategy leader Richard Hawkes delivers a simple and powerful framework that any team can apply to overcome the most common leadership challenges to growing and scaling companies, known as “The Swirl.” In this straightforward book, he draws on decades of experience guiding teams to implement strategic change at companies like Edward Jones, GENEWIZ, Hitachi, Pfizer, Johnson & Johnson, Mars, and Chicos. You'll learn: To understand and lead disruptive change in a complex social system – your company Ways to visualize and diagnose the essential working parts of a company How to apply an integrated toolset for teams to lead organizational change and business transformation How to create transformational journey maps that leaders, teams, businesses, and companies must apply to unleash growth potential and agility How networks of teams should work together to develop each other's leadership and to manage and accelerate change Written as a practical guide for business and team leaders, Navigate the Swirl: 7 Conversations for Business Transformation belongs on the desks and in the hands of every purpose driven leader.

This book provides discussion and the exchange of information on principles, strategies, models, techniques, and applications related with the challenges and trends that competitive organizations are facing. It shows the challenges and trends in the market and the implications for their operation in organizations, providing a more effective knowledge about the field of organizational management and industry.

Packed with nuggets of wisdom from the experiences of champion-level leaders across industries, Dr. Irving demonstrates how champion leaders engage their curiosity and courage to learn from the past, enhance the present and anticipate the future. —Marshall Goldsmith, #1 New York Times bestselling author of Triggers, Mojo, and What Got You Here Won't Get You There and Thinkers 50 #1 Executive CoachCuriosity and courage are unstoppable forces. In this insightful book, Joanne Irving deftly shows how to enlist them to become a leader fit for the future.—Daniel H. Pink, #1 New York Times bestselling author of WHEN and DRIVEThe cover graphic is a trailer for this profound book. The magical power of leadership is the effective blend of the courage of a lion with the curiosity of a cat. This myth-busting book will alter your leadership perspectives and practices by providing cutting edge substance, compelling examples, and insightful tools. —Chip R. Bell, author of Inside Your Customer's ImaginationAll we know with absolute certainty is that we live in complex, uncertain, and rapidly changing times. Despite our best attempts to predict the future, we are often caught off-guard and surprised when it arrives. Whether a once-in-a-lifetime pandemic, global economic shifts, political upheaval, or technological evolution, as senior leaders we must navigate these tumultuous times and make tough decisions to guide our organizations to success. Champion leaders want to be truly exceptional regardless of the maelstrom of change they are experiencing. Not only do they want their organizations to succeed, but they also want to live fulfilling lives. They want the same for those in their organizations and personal lives as well. How do we effectively lead in times of constant, often dramatic change? And, equally important, how do we simultaneously create a satisfying, meaningful life?The C² Factor – the synergistic application of curiosity and courage – offers a path to both. This book reveals that when leaders manifest both traits, they embrace the professional and personal opportunities the future brings. When the landscape is shifting beneath our feet the C² Factor enables us to lead more effectively and helps us cultivate more fulfilling personal lives. While other books have looked at curiosity and courage separately, The C² Factor for Leadership examines how, when combined, profound curiosity and relentless courage lead to remarkable outcomes. One enhances the other in a powerful alchemy that improves our outcomes, how we show up as leaders in our organizations and as human beings in our personal lives. Beginning with ourselves and expanding to our relationships, our teams, our organizations, and to the world, this book demonstrates how the C² Factor can be applied for superior results.To be a truly exceptional leader, to live a satisfying life, we must have profound curiosity and relentless courage. We must exercise the C² Factor. Without it, we run the risk of being leaders who are robotic, academic, or reckless. With the C² Factor, we can be champions.

Barefoot in the Boardroom is a practical change management manual for executives looking for a proven methodology that can break down a huge vision into manageable chunks. Certified as a Change Management Practitioner and Talent Optimization Consultant, Shara Hutchinson demonstrates how to assess one's leadership capacity, change impact, and organizational health and reveals the strategies and tactics necessary to achieve a leader's most audacious goals. By following Shara's proactive measures and techniques outlined in this book, business professionals will expand their leadership skills while simultaneously encouraging the growth of others. Barefoot in the Boardroom will scale an organization, team, or department to not only identify the right strategic initiatives but to execute those initiatives and sustain success.Within Barefoot in the Boardroom, business leaders will find a vast array of proven techniques and strategies to apply. Shara Hutchinson's “Exposeyour™” Leadership Capacity approach includes the nine leadership competencies needed to develop a high-performing team, while her encouragement of vision teaches leaders how to align their business strategy with their team, ensuring that they have the right people in the right seats to get the right results. Shara also introduces the “Barefoot Method™”—which is her signature change management strategy that can be applied to any organization, team, or department to ensure it is future-proofed. Barefoot in the Boardroom will challenge business professionals to break out of the box and innovate with the times. Each chapter offers clarity for strategic initiatives, key objectives, operational tactics, and measurable outcomes that encourages leaders to implement change and innovation in order to sustain professional longevity.

When evaluating the success of an organization, the value of employees'organizational commitment and the process of knowledge sharing among staff must be considered. As illustrated in this volume, these two concepts are key conditions for organizational success in the contemporary world. This book explores the concept of organizational commitment, what it is, and how to use and understand the value in knowledge management and sharing for both employees and organizations as a whole. A profound analysis of the global literature exposes organizational commitment and knowledge sharing as key determinants of the effectiveness of the organization management process, including human capital management. While much space in the literature on the subject is devoted to the exploration of the above-mentioned concepts, treated as categories subject to separate analysis, the diagnosis and analysis of the relationship between them should be treated as a poorly recognized process. This book fills a research gap, providing a theoretical foundation and important information on organizational commitment and knowledge sharing, highlighting the relationship between both research categories. It will be of interest to researchers, academics, practitioners, and students in the fields of human resource management, leadership, and organizational studies.

With the increased pace of global, economic and technological development, change has become an inevitable feature of any organisation to survive in the competitive market. If it is a planned change process, the HR practitioner can use any of the existing general models or theories of change and use suggestive interventions to increase effectiveness and capability to change itself. When the magnitude of change is unpredictable or the degree of the organisational process or systems is unorganised, the existing models or practice of planned change is still in the formative stage, and there is room for continuous refinement and improvement. This book will bridge this gap in the current organisational development and change literature by benefiting the HR practitioner with six real case studies. The cases bring out the interventions adopted, key activities associated with the successful implementation of interventions and the critical role played by HR in achieving organisational effectiveness. This book captures the transformational journey of a diverse set of companies and weaves various dimensions into a common coherent framework for the field of HRM in Change Management. The case studies illustrate six powerful organisational experiences, listing the major activities contributing to effective change management from motivating change, vision, support from key stakeholders, transition management to organisational and HR commitment for implementation. By demonstrating the role of HR as a ‘change agent,'this volume will be valuable to researchers, academics, managers and students in the fields of human resource management and change management.

Due to the increasing transformation and changes in the economy, society, technology, ecology or even human health, organisations and companies are or should be continuously changing in order to survive as they are open systems. This book illustrates both how organisations can transform or change and where the most cutting-edge and innovative organisations and companies are heading. Accordingly, the book is structured in two parts. The first part explores concepts associated with change and development such as innovation, organisational resilience and learning, and describes the latest trends and related research. The second part analyses the new organisation or company we are, it is to be hoped, heading for: a more conscious, compassionate, sustainable, innovative, trustful and humane organisation. The book reviews underlying ideas related to leadership, technology, trust and compassion and presents and analyses compassionate, sustainable and conscious organisations through an in-depth examination of their organisational and managerial characteristics, with particular emphasis on their human resource management practices and employee wellbeing.This volume is principally addressed to management and business students and researchers, as it offers a pedagogical review and analysis of the topics from the latest literature and research. At the same time, it provides highly topical and interesting ways forward for executives who want to transform their companies by introducing more conscious, humane and innovative approaches.

While organisations become more and more global, they also become more and more dispersed and virtual. This challenges the sense of a shared organisational identity and the ability of employees to communicate personally held knowledge. To address these challenges this book offers an innovative multidisciplinary approach to knowledge communication in global organisations. The book develops a multidisciplinary analytical lens through which to understand employee identity formations and knowledge communication practises. Using detailed analyses of interviews from a real organisation, the book builds an understanding of how 21st century employees make sense of a virtual organisational reality characterised by multiple simultaneous projects and virtual, dispersed teams. These analyses are conducted using a new discourse analysis method for analysing research interviews, Discursive Sensemaking Analysis. Using these methods and findings, researchers, project managers and HR professionals will be able to analyse their own organisations to discover how employees make sense of the complexity of 21st century global organisations.

This book develops a critical view of the current main theories in change management, showing that most offer partial explanations for change: the planning approach, for instance, considers it as a linear process, while the contingent approach, another renowned view, is essentially focused on contextual pressures.It proposes an original combination of these various theoretical approaches via a comprehensive model, referred to as the five forces model, and suggests using actor-network theory, a French sociological perspective, to guide the change management process. Thanks to numerous case studies, the book provides the reader with a rich and concrete understanding of the main phenomena linked to any change process. This approach leads to a multidimensional grid for assessing change processes and pleads for the adoption of a “polyphonic” management style, in which considering the interests of the various stakeholders concerned directly contributes to the design of change projects.

This book describes the neurology of a business as a new dimension of organization and as a basis for success in a complex world. Comparing organizations with living organisms, it places an organization's neurology (control and communication) as a third dimension beside its anatomy (structure) and physiology (process). Overlooked by classical organizational theory, this third dimension offsets its typical drawbacks. The Neurology of Business introduces Stafford Beer's Viable System Model (VSM) and shows how this helps managers to diagnose, discover, and unleash the potential and performance lying dormant in today's enterprises.The book is based on numerous consulting projects and management seminars conducted in Europe, America, and Asia. It guides the reader through the diagnosis and design process and illustrates application issues with practical examples. In this way, the book provides managers with the language needed to have meaningful conversations abouthow their organizations are functioning. As such, it will benefit managers in business and nonbusiness organizations, as well as readers interested in general management.

Innovation. No other concept is so widely celebrated, yet so secretly dreaded. The reason: innovation requires managing through uncertainty. This is hard for any organization whether private or public, small or large. This book provides a roadmap for those who want to understand and manage innovation in all its aspects. It explains both the'how'and the'why'of innovation – its economic and policy context as well as the techniques by which it can be orchestrated, along with the management systems needed to govern it. Innovation is uniquely presented through both a private-sector (value-creating) and public-sector (mission-fulfilling) lens. Topics covered in context include modern innovation and creativity techniques such as design thinking and the Lean Startup, the organizational challenges of innovation, as well as innovation project- and portfolio management techniques. Business-model innovation and open innovation complete the picture from the manager's perspective. The private and public financing of R&D, startups, and corporate innovation are presented – contrasting the private and public worlds while explaining how they complement each other. Government innovation policy is discussed in its historical and contemporary context, and the innovation policy toolset is introduced. Continual innovation is vital for companies and countries to prosper. Readers will learn why innovation must follow technological breakthroughs to raise productivity and economic growth, and how innovation – when done right – can benefit larger society. An explanation for unequal growth – that some companies, regions, and countries are not seeing the full productivity gains promised by modern technology – is explored in the context of technology diffusion. No previous experience in innovation management, economics or public policy is assumed, and the book moves fast to equip the reader with practical tools and techniques. Innovation for Value and Mission is suitable for an introductory graduate level course, or as a desk reference for experienced practitioners and policymakers. Because it connects multiple topic areas and contains ample additional references, the book is also a great resource for those with expertise in one particular area of innovation who desire to branch out into other areas.