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Teamwork: Google’s data shows that sensitive beats smart

Teamwork: Google’s Data Shows That Sensitive Beats Smart

Google’s quest to crack the team excellence code brings the author back to his childhood – when his parents insisted on two simple rules for discussions around the dinner table. It turns out these rules are the keys to team success!

Article first written for the People + Strategy blog of HRPS (USA).

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Powering on change management potential

Powering On Change Management Potential

Model & case study to help build organizational change capacity… Edmond Mellina wrote this paper for Effective Executive, one of the flagship journals of IUP Publications (India). The theme of that particular issue was: “Powering on Potential”.

Paper overview: An organization cannot grow if it remains unwilling to change. The capacity to absorb change is the fuel that propels an organization forward and puts it on the path of progress. And this organizational capacity can be built by adopting the 4-stage model presented in this paper. Besides giving an overview of the said model, the paper also draws on a client case to explain how change management capabilities can be increased in the real world and how it helps an organization to reach its potential.

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A customer-focused culture for market leadership and innovation

A Customer-focused Culture For Market Leadership And Innovation

Stories about companies losing their market dominance often concentrate on the technology-disruption angle (e.g. how Apple’s iPhone destroyed Nokia’s mobile business). The same is true when new players shake entire sectors (e.g. how Uber’s app is causing havoc to the taxi industry). However, the story of Airbus Helicopters in North America reminds us that market leadership – and innovation – is first and foremost about customer focus.

Article first written for the People + Strategy blog of HRPS (USA). The Strategic Capability Network (Canada) also published the article on its blog.

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Give a change stethoscope to your managers

Give A Change Stethoscope To Your Managers

The critical role that direct managers play during change – both upstream and downstream – cannot be overemphasized. They represent the real keystone of organizational change. However, managers have no time, nor need, for the kind of tools favored by internal change consultants and project teams. What do they really need then? Three things: a very concise overview of your model; a stethoscope-like tool; and better influence and “light-politics” skills.

Article first written for the People + Strategy blog of HRPS (USA); and subsequently featured on SmartBrief, a content aggregator which selects “only the most important industry developments from more than 10,000 major media outlets, regional newspapers, trade publications and blogs”. The Strategic Capability Network (Canada) also published the article on its blog.

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