Yes, it is a negative statement, but in uttering it, you desensitize the team to a harmful fear of failure.
I am responding today to an article in The Globe and Mail titled “‘Fail fast, fail often’ may be the stupidest business mantra of all time.” Continue reading
In the 4 and 1/2 years since “Mastering the Unpredictable” introduced the idea of Adaptive Case Management to the world, a growing group of people have struggled to define what it really means to make use of this new emerging trend. This new book “When Thinking Matters in the Workplace” takes it one step further — to outline what a manager needs to know, to lead a team of innovative knowledge workers, and how to put in place a system to best support them. Continue reading
It is time again for the Global Peter Drucker Forum. Here are some highlights of talks from John Hagel, Clayton Christensen, Gary Hamel and others. Continue reading
Rita Gunther McGrath’s post this week on the HBR Blog called Management’s Three Eras: A Brief History has a lesson for those of us designing business process technology. The parallel between management and process technology might be stronger than we normally admit. Continue reading
What is a Wirearchy? How does it work? When should it be considered? When should it be avoided? What are the advantages? This post covers the basics elements of a Wirearchy. Continue reading
Before BPM came Goldratt and the Theory of Constraints in the 1980’s. This idea can be seen as the groundwork for most of the ‘process oriented’ thinking today. Continue reading
Julian Birkinshaw professor at the London Business School had an interesting article in Forbes a couple weeks ago titled “Managing Complexity: The Battle Between Emergence And Entropy” which comes close to, but falls just short of, making a good recommendation for dealing with complex organizations. Continue reading