We often "throw around" vague words like "successful, effective, and great," but what do these words really mean? When it comes to organizations, what is "great"? Some have defined "great" as stock price over the years compared to other similar companies (e.g., Collins, 2001). While financial performance is an essential outcome to be great, by …
Stakeholder Value
Stakeholders – What’s in it for them?
Chad - Like the title of your book, [Re]Create the Organization You Really Want, I see a key benefit is making the organization that you want to work in, and everyone else wants to work in too. WIIFM John - That's the "what's in it really for me," or WIiFM part, right? It's your opportunity to create the organization you want to work inside …
The Challenge
Leaders today face increasing demands from a variety of stakeholders. The challenge is to figure out a way to create value for all the key stakeholders without taking from one to serve another. Pressures from stakeholders combined with increasing competition and advances in technology provide many dilemmas but many opportunities for the …
Organization Design
When many people hear the words “design” and “designer,” they often think of fashion, interior design, or the design of everyday items such as glasses, saltshakers, and so forth. However, everything that is not created by nature is designed by humans (consciously or unconsciously). Thus, our human-created organizations can be purposefully designed …
Leading Transformation to Performance Excellence – Conference Presentation
The Challenge The challenge for the 21st-century organization is to create sustainable value for multiple stakeholders. The definition of success for all types of organizations (profit-seeking, non-profit, and government) is continuously changing and increasingly complex. Stakeholders want more for less, and the “bar” is continuously being raised. …
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Quest for the Enduring Creative Company – Nancy Duarte Interview Part 2
All too often, when organizations increase in size and complexity, systems and structures are added to help us “manage” the organization. Managers prefer predictability and hate ambiguity. However, prediction is at odds with creativity. So, how can we “manage,” or better yet, “lead” large complex creative organizations? In the first half of the …
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