“Revitalizing people has a lot less to do with changing people and has a lot more to do with changing the context that companies - that senior managers – that people in this room -create around their people. Now context. Some manager called it the
“In a famous experiment, researchers ran a lottery with a twist… This result reveals an inconvenient truth about human nature: When we choose for ourselves, we are far more committed to the outcome — by a factor of five to one.Conventional approaches to change
“Around cabinet and boardroom tables across the world, there’s a familiar dynamic. Recommendations and data are shared, and, ultimately, decisions have to be made. Those around the table, …, did not get to these positions by saying ‘I don’t know’ or ‘I’m not sure’. Leadership
“The whole system of strategic choice, goal setting and choosing actions to reach the given goals in a controlled way depends on predictability. The problem is that this familiar foundation for management practice cannot explain the reality we face. Almost daily, we experience the inability
“The vast majority of current project, programme, and portfolio management processes focus on “simple” systems. We assume that we can follow a staged and deterministic process by defining requirements, investigating alternative solutions, evaluating solutions, and implementing them. The reality, however, is characterised by “wicked problems”—complex
“In today’s rapidly-changing business climate, people at all levels of the organization are of necessity in decision-making roles, simply because it’s not possible for managers to anticipate all the possibilities that the people in their organizations might face. Hence, in order for work to get