Organizational Behavior

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Fighting the “Headquarters Knows Best” Syndrome

Belief that headquarters knows best can be damaging to the long-term success of a company operating in global markets. One company’s solution: a decision to operate out of dual headquarters, in the Netherlands and China. “No longer a prisoner of its home base, the top team was viewed as mobile, agile, and geographically dispersed,” write Cyril Bouquet et al. “The company was able to make more effective resource-allocation decisions informed by diverse thinking and divergent points of view.”

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Getting Workplace Safety Right

Companies aiming to be competitive in the long term do not see safety and productivity as trade-offs. Research drawn from multiple studies conducted with the support of companies, unions, and regulators in the United States and Canada finds no evidence that protecting the workforce harms competitiveness. “Once companies understand that safety is not the enemy of efficiency,” the authors write, “they can begin to build organizational safety capabilities.”

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What Email Reveals About Your Organization

By studying data from email archives and other sources, managers can gain surprising insights about how groups should be organized and about which communications patterns are most successful. Anonymized analysis of internal information communication found that creative people, for instance, work more productively on projects with strong leaders than on collaborations without a clear leader. In addition, in many situations, groups of leaders taking turns worked better at sparking creativity.

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Has Your Office Become a Lonely Place?

With increasing amounts of work getting done outside the traditional corporate office — for example, through employees working at home — those left in the office may face a lonelier, and even less productive, office environment. In fact, working remotely may be contagious, because if many people on a team aren't in the office much, coming into the office has less benefit for the remaining employees. “Once a certain number of individuals are working offsite, everyone is isolated,” write researchers.

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Developing the Next Generation of Enterprise Leaders

Aspiring corporate leaders first learn to build and implement visions for their individual business units. But as they advance in their careers, executives also must learn how to lead with an enterprise perspective. The essence of enterprise leadership lies in the need to combine two often incompatible roles: being both an advocacy-oriented builder who can develop a unit’s vision, and an integration minded broker who can integrate the unit’s vision into the wider corporate vision.

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Is Your Business Ready for a Digital Future?

Successfully incorporating today’s digital technologies requires companies to operate in new ways. However, research by MIT SMR shows that being able to effectively incorporate digital strategy is strongly associated with a company's overall digital maturity. There's also an important HR component to digital strategy: Respondents expressed a strong preference for working for a digitally mature company, but many were dissatisfied with how their own companies were reacting to digital trends overall.

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Should Employers Help Employees Turn Off Technology?

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Pervasive and near-continual use of organizational information technology systems is taking a toll on some employees’ health. Companies have to step in to help, argue Monideepa Tarafdar (Lancaster University), John D’Arcy (University of Delaware), Ofir Turel (California State University) and Ashish Gupta (University of Tennessee Chattanooga). “Even as they dream of escaping from IT, many employees also confess to feeling ‘addicted’ to some of these stress-causing technologies,” the authors write. “We may be entering an era in which human frailties begin to slow down progress from digital technologies.”

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Are You Part of the Email Problem?

Over-reliance on email as a communication tool is sapping people of their time and energy. Author, speaker and consultant Phil Simon says there are better ways — and many new and better tools — to do things. "As consumers, it’s never been easier. Hundreds of millions of us use Dropbox, Facebook, Snapchat, texting, Skype, and other tools to communicate with each other," says Simon. "Why do we resist change at work?" Embracing new tools, he argues, will result in better communication and far less wasted time.

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‘People Analytics’ Through Super-Charged ID Badges

The data points employees generate about everything from how often they interrupt others to how many people they sit with at lunch tell surprisingly useful stories. Ben Waber, CEO and co-founder of Humanyze, describes how his company is providing the tools and analytics to interpret this social data, helping businesses identify the best collaborative practices of their most effective people.

Image courtesy of Flickr user Simon James.  https://www.flickr.com/photos/bearpark/6861722073
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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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Why A Little Pessimism Is a Good Thing

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Researchers are now looking at the values of pessimism as well as optimism, and the uses of “strategic optimism and pessimism.” Even naturally sunny personalities can take advantage of dark moods and instincts to plan for the worst.

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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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