Organizational Behavior

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How to Compensate For Overoptimistic Project Leaders

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Would you know if a project was heading off the rails? Too often, members of project teams are crossing their fingers and providing only the most hopeful updates. After reviewing 14 studies into the ways in which individuals report (and misreport) the status of information technology or software projects, the authors identified five specific areas for leaders to look out for to avoid being blindsided.

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Designing Trustworthy Organizations

A lot of the literature about trust supports commonsense notions for individual leaders. But building organizational trust turns out to be different from building interpersonal trust — and less intuitive. “A new model is required to understand how to manage trust in large, complex organizations operating in highly diverse global environments,” write the authors. Once trust is broken, repair requires understanding the systemic causes of the failure and confronting deeply embedded mindsets.

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How Innovative Is Your Company’s Culture?

Everyone wants an innovative corporate culture, but how do you develop one? This article posits that the ability of a culture to support innovation depends on six key building blocks: values, behaviors, climate, resources, processes and success. The article also includes a 54-element test developed to enable managers to assess a company’s “Innovation Quotient.” A case study in the article outlines the experience of a Latin American company with the assessment tool.

Image courtesy of Kyocera.

Amoeba Management: Lessons From Japan’s Kyocera

A persistent challenge for companies as they grow is how to maintain the high level of dynamism and employee commitment that drove success in the early days. Over the years, thoughtful managers and management theorists have formulated many approaches for dealing with the problem, all aimed at giving managers and employees more responsibility and accountability for the performance of their own profit centers. But few companies have taken things as far as Kyocera Corp.

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Image courtesy of Rolls-Royce.

Uncommon Sense: How to Turn Distinctive Beliefs Into Action

Most strategy making begins in the wrong place. Many companies rely on frameworks and models from the strategist’s toolbox, including industry analysis, market segmentation, benchmarking and outsourcing. As a result, they short-circuit the real work of strategy and miss out on finding new insights into the preferences or behaviors of current or potential customers. Few companies develop original strategies by formulating hypotheses and then testing them in a competitive setting.

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Toyota’s Secret: The A3 Report

How does Toyota solve problems, create plans, and get new things done? Company managers use a tool called the A3, named after the international paper size on which it fits, as a key tactic in sharing a deeper method of thinking. This tactic and style of processing information lies at the heart of Toyota’s sustained success.

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