corporate survivalNature understands the relationship between efficiency

and survival.  Bees have survived as a species for centuries.  Their life support system obviously works.  When a worker bee returns to the hive after a production trip, it struts out a triangular pattern.  The apex of this triangular waltz points directly to the source of...

Outdated thinking and habits, remnants of the Industrial-age, are causing

serious problems in many organizations—often unbeknown to CEOs and their management teams.  The crux of the problem is depending too heavily on yesterday’s knowledge and experience.  A more suitable alternative in this turbulent world (herein referred to as the “Shift...

As the boomer generation (born between 1946 and 1964) retires, senior

The loss of business intelligence and corporate knowledge, especially in R&D-focused organizations, could amount to billions of dollars in lost intellectual capital. Even those organizations with young employees must consider knowledge management. Knowledge loss also occurs as key personnel resign or are lost to illness or tragedy, taking with...

A shift-age reality is the  increasing need to form and disband transient

teams.  there is a recurring joining process appears to be an ingrained part of human nature. Effective group leaders will understand how people go about joining and leaving a group, and become skilled at facilitating the process.  When an effective start up process is...

Fierce competition, inherent in the “shift-age”, is making innovation

a primary survival factor.  The capacity to create has already started separating the winners from losers.  Effective innovation demands the application of both art and science.  Success depends on being centered between the two.   Effective people and organizations inhabit...

If your competitor becomes process disciplined while you continue operating

traditionally, odds are they will eventually eat your lunch (shrink your market share and profit).  Organizing people for work using industrial-age concepts such as a departmental structure, the traditional chain of command, or relying exclusively on the personal authority...

An inordinate amount of meeting time is spent solving problems.  Even

so, many organizations experience the ‘recurring issue’ syndrome.  Resources get poured into trying to solve what turns out to a symptom, not the root cause.  This frustration confronts decision-makers all the time.  The answer is not working harder at doing more...