It’s 2016. We have data everywhere, and that includes data on new hires and management. Why don’t we use that to structure our business processes better? Um, because secretly it violates every tenet of human psychology… Continue Reading
There are approximately 7,298,413 books and speeches a year on how to increase productivity. In reality, it’s much, much simpler than we make it out to be. Continue Reading
About three weeks apart, I took two different trips to IKEA. The contrast in those trips taught me a ton about management theory. Continue Reading
Most executives are quick to dismiss things like “transparency” and “communication” as soft or fluffy skills not relevant to revenue growth. But, ahem… they are, and majorly so. Continue Reading
It’s usually a way for managers to essentially play Hot Potato with projects that scare them or they have no time for. Continue Reading
If you believe disruption is coming for most companies (it probably is), then change management is absolutely crucial. But most companies are flippin’ terrible at it. How can they get better? Continue Reading
We tend to focus a lot of our managerial training in America on transactional elements of the process, which often leave managers ill-equipped for dealing with real issues or human beings. It’s time we change that. Continue Reading
Process is supposed to make business better and more effective. If it’s not doing that — if it’s just there to be there or make people feel better — then it’s totally worthless. Continue Reading