Nurturing a culture at Barry-Wehmiller where everybody matters

Hilton Barbour·21 September 2020·People & Change

...When I began my personal journey into the arena of organizational culture, I sought out leaders and organizations who were widely respected for their passion and commitment to building better culture driven organizations. Time and again everyone I reached out to in those early days told me to read “Everybody Matters” by… Read More...

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13 Reasons Why – #13 Responsibility

Karen Ferris·21 September 2020·People & Change

...Responsibility. I recently did a series of short videos on LinkedIn entitled 13 Reasons Why exploring why every organisation needs to invest in building and sustaining a workforce that is resilient in the face of constant, uncertain, complex, volatile and ambiguous change. I received positive feedback on the series… Read More...

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How to deliver 10X productivity for knowledge workers? Part 3

Jason Nash·21 September 2020·People & Change

...A well-communicated message can make the difference between inspiring a workforce and making it sigh whenever Monday morning comes around. Take one small example, how do you name a document? Everyone has their own way. Some people use personal conventions, some randomly pick a name, while others might follow a… Read More...

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Some common statistical mistakes

Kevin Gray·14 September 2020·Data & Analytics

...“Everyone has their faults. Even I have one.” is one of my favorite quotes, made (mercifully) in jest by a former colleague. Statistics is hard. No statistician, however esteemed, has never made a mistake. We all make mistakes, though how consequential they were and whether they really were mistakes may… Read More...

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Livestreaming into a video-first future of retail

Tony D'Onofrio·14 September 2020·Customer Engagement

...The latest 2020 IHL Group forecast points to a COVID-19 negative $1.6 trillion global retail economic impact, with USA sales declining 7.6% this year. Fortunate sectors such as grocery and mass merchandisers will achieve double-digit growth. Among the worst performers are departments stores (-23%) and speciality… Read More...

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13 Reasons Why – #12 High performance

Karen Ferris·14 September 2020·People & Change

...High Performance – I recently did a series of short videos on LinkedIn entitled 13 Reasons Why exploring why every organisation needs to invest in building and sustaining a workforce that is resilient in the face of constant, uncertain, complex, volatile and ambiguous change. I received positive feedback on… Read More...

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Cyber security and the culture of alienation

JC GAILLARD·9 September 2020·Cyber Security

...The 2020 Information Security Maturity Report from ClubCISO makes interesting reading. It compiles responses from 100 of their members to a questionnaire sent in March 2020, around the time of the COVID-19 lockdown decision in the UK. Comparing results year or year is not entirely meaningful for… Read More...

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5 reasons why remote work won’t last. Unless you take these actions.

Sergio Caredda·8 September 2020·People & Change

...Despite the increase of COVID-19 cases again in many countries (up to the point that some already speak of a Second Wave), many companies are planning their return to the office. Some mayors, as well as some Governments, are worried of the risks of emptying large cities and… Read More...

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13 Reasons Why – #11 Focus

Karen Ferris·7 September 2020·People & Change

...Focus. I recently did a series of short videos on LinkedIn entitled 13 Reasons Why exploring why every organisation needs to invest in building and sustaining a workforce that is resilient in the face of constant, uncertain, complex, volatile and ambiguous change. I received positive feedback on the series… Read More...

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How to deliver 10X productivity for Knowledge workers – Part 2

Jason Nash·2 September 2020·People & Change

...As we discussed last time, in order for 10x productivity not to be just a pipe dream for your organisation, the four different types of knowledge work that you and your employees wrestle with every day need to start working for you, and not against you. In the second… Read More...

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Building the Intentional Organisation

Sergio Caredda·2 September 2020·People & Change

...Building the Intentional Organisation is the realisation that we need an entirely new approach to the way we intend organisations and their design. It is the acknowledgement that past paradigms are not sufficient to adapt to new realities. The traditional model of Organisation, based on Hierarchy, Bureaucracy, Top-Down Control, Waterfall Cascading… Read More...

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Product management can feel like trying to eat an elephant!

Jason Nash·31 August 2020·Strategy & Innovation

...Elephant carpaccio has nothing to do with cruelty to elephants, it’s the process where software people practice and learn how to break user stories into thin vertical slices. It came from Elephant carpaccio Alistair Cockburn. I want to use the concept to challenge your thinking. Should we as product managers… Read More...

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