Leading Change

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Leading to Become Obsolete

Zhang Ruimin, the CEO and chairman of the Qingdao, China, white goods giant Haier Group Corp., has done what most chief executives dare not even dream about. He blew up nearly the entire administrative structure of a global manufacturing enterprise, eliminating the 10,000 management jobs that once held it together, and reshaped the organization into a network of entrepreneurial ventures run by employees.

Inspiring Employee Creativity

Digital technologies are making work increasingly thought-driven, not muscle-powered. In this environment, planning and execution are merely table stakes for leadership. Real leaders must inspire and reward employee ingenuity, and must be bold enough to move creativity from the organization’s periphery to its center. To do that, leaders need to adopt five personal behavior changes, including resisting the temptation to tell people what to do and embracing distributed leadership.

How to Catalyze Innovation in Your Organization

The authors’ research suggests that, rather than leaving the development of innovation to serendipity, executives should create collaborative contexts where innovation is likely to emerge from unpredictable pockets of creativity within an organization. By understanding and tapping the power of employee networks, executives can stimulate the creation of these kinds of collaborative environments.

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The Question Every Executive Should Ask

Gone are the days of centralized control of information and decision-making within organizations. With information now widely distributed among employees, Kaiser Permanente CEO Bernard J. Tyson says today’s executives face a critical question: “How do I charge up the organization so that we’re maximizing the intellects of all of our people?”

In the Hotel Industry, Digital Has Made Itself Right at Home

  • Interview
  • Read Time: 12 min 

Doing business digitally isn’t an “add technology and stir” proposition. Success in digital business means fundamental changes in how you do business. Marriott International’s George Corbin knows this all too well. “For any company that is being disrupted by digital, it’s important that they not just be able to recognize if there’s a potential threat to its existing business,” he says. “The bigger challenge is, how and what do you change to make the transition from where it is to where it needs to be?”

The Best Response to Digital Disruption

Although digitization’s disruptive influence is growing rapidly, there’s surprisingly little empirical evidence on the magnitude of digital disruption — nor any showing how companies are reacting on a broad scale. A new global survey of C-suite executives looks at how digitization unfolds across industries and how incumbents are responding. With some notable exceptions, the answer is: “Not well.”

Digital Maturity, Not Digital Transformation

  • Blog
  • Read Time: 4 min 

Digital transformation has two key implications for managers: First, it’s fundamentally about how your business responds to digital trends that are occurring regardless of your input. Second, how an organization implements technology is only a small part of digital transformation; strategy, talent management, organizational structure, and leadership are just as important as technology.

Seeing Beyond the Blockchain Hype

Blockchain has recently taken center stage in the conversation about management’s digital makeover. Many believe the impact of blockchain on the ways organizations function and produce value may be greater than other technologies that have grabbed most of our recent attention — data and analytics, the cloud, even artificial intelligence.

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The Big Squeeze: How Compression Threatens Old Industries

  • Research Feature
  • Read Time: 16 min 

Accelerating compression of both revenues and profits may rapidly prove fatal to traditional businesses. Consider the accelerating decline of voice calls as a means of communicating via mobile telephone: From 2013 to 2015, average mobile voice revenue per user declined globally by 19%, and a further decline of 26% is expected through 2020. To stave off disaster, incumbents must transform and renew their core operations — while also growing into new businesses and industries.

Three Meaningful Strategies for Managing Rapid Change

  • Blog
  • Read Time: 4 min 

Global, social, and marketplace shifts are doing much more to transform the nature of work, how we work, and how organizations in both the private and public sector can best adapt to rapid global change. So how can organizations find new ways to avoid becoming saddled with legacy processes, technologies, and ways of thinking?

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From the Archives: How to Reshore Manufacturing Successfully

  • Blog
  • Read Time: 3 min 

The Trump administration has an aggressive stance about finding new American manufacturing jobs, which could pressure some companies to consider bringing overseas operations back to the U.S. But the task is complex. “While the macroeconomic data on comparative labor and factor costs may be compelling, the actual process of reshoring — bringing assembly work back from abroad — is hard work,” wrote Harvard Business School’s Willy C. Shih, in a 2014 article in MIT Sloan Management Review.

Companies Brace for Decade of Disruption From AI

  • Blog
  • Read Time: 5 min 

With investments in Big Data bearing fruit, what do executives expect from the future? A new survey finds that artificial intelligence and machine learning are rapidly emerging avenues for innovation — and disruption. Nearly half of senior executives surveyed, from companies like American Express, Disney, Ford Motors, and General Electric, see disruptive change coming fast.

End Your Business Journey, Please

  • Blog
  • Read Time: 5 min 

In a rapidly changing world, full of mixed messages and various uncertainties, it’s reasonable for leaders and managers to look for some language — a narrative — that helps people grapple with it all. “Journey” fits this particular bill in many respects. It’s a familiar and perhaps comforting framework for describing the pursuit of some end — but using it could affect your ability to envision a wider range of possibilities.

Unexpected Benefits of Digital Transformation

  • Blog
  • Read Time: 4 min 

Digital technology creates new opportunities to work differently, which in turn offers opportunities to infuse technology into the work process. When managers shift from thinking about digital tools themselves to a focus on how the tools help companies work differently, they can begin to identify ways to transform the company’s processes to get real value from integrating new tools.

Showing 1-20 of 78