A couple weeks ago, I did a talk on "fast innovation" at IDEO. I gave the talk from a powerpoint deck, but at the same time, while the audience and I discussed the the talk, there was a guy named Kevin Bain who does this thing called "graphics scribing." READ»
I have been reading a lot about group and organizational size lately because it is a key issue for understanding the "scaling problem" that Huggy Rao and I are currently tackling. READ»
Taking the easy way out--expecting instant results; not taking the time to engage with others; doing it on the cheap; expecting everything to go smoothly--simply weren't realistic or wise for would-be change agents. Examples of successful large scale change take pretty much the opposite approach.READ»
I can't believe that I missed this study reported by BPS research last January. Way cool. It compared the performance of men working in pairs to women working pairs.READ»
Regular readers of this blog know that I am a huge fan of the power of small wins, and following Karl Weick's classic article, have argued in Good Boss, Bad Boss and here at HBR that big hairy goals cause people to freak-out and freeze-up if they aren't broken down into smaller stepping stones. READ»
The histories of the Stanford School of Engineering (where I work) and HP are closely intertwined. Most famously, when Bill Hewlett and David Packard were young guys, they borrowed $500 from Fred Terman, then Dean of the school, to start the company.READ»
Ever since the days when I was writing Weird Ideas That Work, I have been careful to point out various ways that creative people suffer in comparison to their less imaginative counterparts. My focus has been largely on the differences ...READ»
We continue our examination of the new business book "Practically Radical" with an interview of author William C. Taylor--one of the cofounders of Fast Company magazine. Taylor explains how the book came together, and how the business world has changed in the years since his last book.READ»
There are many virtues of ignorance and naivete in the innovation process. Indeed, radical innovations do often come from people who don't know what has been or can't be done.READ»
I was exchanging emails the other day with Dave Ulrich, my co-author on Asian Leadership, and asked him what he was working on. He answered that he was pretty interested in the link between CEO actions and stock price. Dave's interest ...READ»
March, I joined Dave Ulrich in Singapore to lead an "executive roundtable" with the CEOs and heads of human resources from seven companies, which was convened by Singapore's Ministry of Manpower. The participants included executives ...READ»
I wrote a post a couple weeks back about some intriguing surveys that suggest the downturn may have resulted in better relationships between employees and their bosses. An article just came out at "Human Resource Executive" that digs further into these rather surprising findings.READ»
A month ago, I asked readers for examples of clueless, comical, and cruel bosses. You did a wonderful job--via comments and emails--of sending in over 100 awful actions. Here are the list of my favorites--the worst of the worst.READ»
A new survey by Adecco finds that more than three-quarters of bosses say their relationships with workers has improved in the past three years because of the recession.READ»
