The Paradox of Doing More
Between trying to survive, lead, and create with multiple simultaneous projects, it’s been a busy year. I am often asked how I manage to keep it together.
Between trying to survive, lead, and create with multiple simultaneous projects, it’s been a busy year. I am often asked how I manage to keep it together.
Yes. And the author helped create an index to help us better understand how sustained innovation happens.
Before we can build even the most basic financial model, we have to first make some important assumptions (which industry to compete in, who the customers are, etc.) that preclude the unbiased, big picture that is integral to our purposes.
We are living in a transformative age, and no industry is immune to waves of change.
The old systems are broken. The Internet changed everything. Looking forward, we need to cultivate fluid organizations, powered by innovative, multidimensional people.
It has been my observation from talking to public sector executives and operational leaders that the greatest inhibitor to change stems from the environment that drives the “business” of government.
Creating sustainable value should be the goal of any company. Leaders can steer the course with long-term vision, models for growth, and a well-oiled work environment.
Extending innovation to the business of health and wellness. Let’s analyze the healthcare delivery system from the perspective of information flows.
Organizations need a common language that’s bound by common objectives to create business value from innovation. Here is a framework to get you started.
China’s economy will surpass that of the U.S. by 2030. Here’s how to break new ground on sustainable growth and innovation globally.
Peter Drucker and Clay Christensen have repeatedly pointed to process, knowledge, and long-term vision for sustained innovation. So why are we still rushing to the finish line half-baked?
“I’ve enjoyed getting to know Faisal Hoque, CEO of BTM Corporation. His story is the classic success story. He moved to the United States from Bangladesh with nothing and now is regularly cited as a business and technology expert. We discussed his leadership journey, his views on company culture, and his latest book.” – Skip Prichard
In an age of unanswerable questions, asking the right question might just be the answer.
Operational excellence enables an enterprise and its leadership to continuously improve all areas of performance.
What can we learn from those who did it once (RIM), those who failed and rebounded (AIG) and those who make it habit (Pfizer).
Agility, innovation, and operational excellence form the transformation triangle. Whether you’re slinging tacos or manufacturing durable glass for iPhones, your company needs all three to survive and thrive.
These three companies exemplify agility best practices. Does yours?
From Wendy’s premium rebranding to Home Depot’s how-to videos, clever companies figure out how to find success amid adversity. Here’s how.