Steve Denning

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Reinventing Management: Part 4: Coordination: From bureaucracy to.

Steve Denning

      The team reports to the client , not the manager: The shift in the organization’s goal from producing goods and services to delighting clients means that the team effectively reports to the client, rather than the manager.

The Leader's Guide to Radical Management: There are two kinds of.

Steve Denning

Those organizations that are trying to delight you – and those that are trying to make money off you. Which is your organization?

The Leader's Guide to Radical Management: My New Year's Resolutions

Steve Denning

In organizations today, we find a set of attitudes, practices and values that cripple the human spirit and hamstring creativity and innovation. From our vantage point in working with some of the world's most successful organizations, this shift is fundamental, real and already underway.

The Leader's Guide to Radical Management: Is the problem with.

Steve Denning

It means reversing the value chain and starting from what would delight the client and focusing the entire organization on that goal. The organization starts from looking at the needs of the customer or client and orienting the whole organization on meeting those needs.

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The Leader's Guide to Radical Management: What economists don't.

Steve Denning

They miss the good news that some organizations have figured out how to run their organizations in a radically different way and get better results. So the key is to make the clients the real boss and have everyone in the organization doing whatever is needed to meet their needs sooner.

Reinventing Management: Part 5: From value to values

Steve Denning

However two values differentiate the reinvented organization from traditional management and lay the basis for continuous innovation: radical transparency and a commitment to continuous improvement. The best organizations expose themselves to outside ideas.

The Leader's Guide to Radical Management: BOOK REVIEW: The New.

Steve Denning

In our metaphor of yestrday's capitalism as a game reserve, economic institutions were built to organize daily hunting most efficiently.

Why Lean Programs Fail—Where Toyota Succeeds: A New Culture of Learning

Steve Denning

As result, practices are different throughout Toyota because different organizations are on different learning cycles. That inspiration is missing in organizations that use top-down management objectives, so managers have no choice but to blindly start cutting things.

The Leader's Guide to Radical Management: A genuine Sputnik moment.

Steve Denning

The heart of the economic problem Most of the positive examples given the President’s speech from small organizations or startups. These are organizations of the 20 th Century. These are the organizations of the future.

Wal-Mart And The Futility Of Traditional Management

Steve Denning

Becoming a 21st Century organization involves five basic shifts from traditional management practice: Part 1: Overview. Last week, my garbage disposal broke down. I checked online to find out what I should replace it with. A consumer group recommended Waste-King. Where could I find it?

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How traditional management is killing microcredit

Steve Denning

According to Yunus: Troubles with microcredit began around 2005, when many lenders started looking for ways to make a profit on the loans by shifting from their status as nonprofit organizations to commercial enterprises.

The Reinvention of Management: Part 2: How do you delight the client?

Steve Denning

Everybody and everything in the organization must be committed to providing more value to clients sooner. All systems and processes in the organization must be focused on enhancing client delight.

Why are bankers paid so much?

Steve Denning

Q&A With The Authors of A New Culture of Learning

Steve Denning

Here the whole point of the experiment is not to intervene to control the outcome, but rather let the culture grow in an organic way. There are talks, events, organizations and clubs, and discussions. By STEVE DENNING.

The Leader's Guide to Radical Management: Why is Agile hard to sell?

Steve Denning

The Leader's Guide to Radical Management: What's Google's biggest.

Steve Denning

All these advisors, reviewers and supervisors imagined that they were adding quality: in reality, what they were mainly doing was slowing down the process of delivering value to the clients of the organization.

Reinventing management: The magical power of client delight

Steve Denning

Avoid these organizations if you can. These are the organizations of the past.Their life expectancy is limited. The whole organization is focused on this goal. These are the organizations of the future.

Yes, A Business CAN Disrupt Itself

Steve Denning

In 2003, Clayton Christensen and Michael Raynor offered The Innovator’s Solution which argued that an organization could cope with disruptive innovation by setting up a separate unit to carry out the innovation. Disruptive innovation kills businesses.

The Good News On The Key Economic Issue of Our Times: Management Innovation

Steve Denning

In his post, The Truth of American Superiority at Innovation , Fred Allen draws attention to new study by General Electric, the “ GE Global Innovation Barometer ,” which outlines a new landscape for innovation in the 21st century.

Leadership’s #1 Challenge: Transforming Management

Steve Denning

Leaders inspire people, spark change and strengthen the culture, while managers organize, control work, measure outputs and get things done. But that’s the only way to run an efficient organization. They have no place in the 21st Century organization.

The Leader's Guide to Radical Management: How education is.

Steve Denning

The Leader's Guide to Radical Management: HBR on How to Fix.

Steve Denning

It’s like the Safeway supermarket in my neighborhood that not so long ago opened a small counter offering organic products while the rest of the large store continued with its usual stuff.

The Leader's Guide to Radical Management: Reinventing management.

Steve Denning

Nor will customers be delighted if communications with organization consist of unresponsive one-way messages. Within the organization, employees discover what’s wonderful in each other.

The Leader's Guide to Radical Management: Game over in Tunisia.

Steve Denning

Why doesn’t management advance?

Steve Denning

Several in particular stand out for me: Gary Hamel’s classic article, “Moonshots for Management” (HBR, February 2009) which sounded the alarm that there was something fundamentally wrong with the way many organizations were being managed and called for a wholesale reinvention. One is the shift from an inside-out perspective to an outside-in perspective, so as to focus the entire organization on delighting the client, rather than on making money for the shareholders.

VIDEO: Tim Jackson: Economics that serves the full potential of our humanity

Steve Denning

Other-regarding behaviors are particularly important for today’s organizations which depend on delighting customers for their survival and collaboration within the organization to create innovation that will delight customers. Organizations that generate delight.

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What JPMorgan Can Learn From the Airlines & Hans Christian Andersen

Steve Denning

It is time for banking leaders to recognize the systemic nature of the risk that their organizations are running, and like the airlines, do something systemic about it. What a difference a week makes!

Reinventing management Part 7: Implementing the transition

Steve Denning

You will know that it must be a process that gives due respect to the interests not only of the organization but also of those doing the work and of those for whom the work is done. In a large organization, it is more typically someone in middle management.

The Leader's Guide to Radical Management: Obama and the moral of.

Steve Denning

The Leader's Guide to Radical Management: The wonders of suckiness.

Steve Denning

Rachel Botsman's cool TED video: Getting rid of our addiction to.

Steve Denning

The Leader's Guide to Radical Management: Leading change? Start.

Steve Denning

I have had similar experience when trying to help managers introduce changes to their organizations.

From Trash Cans to Nokia: Is Creativity Innovation?

Steve Denning

Large organizations these days are teeming with new ideas. How can innovation become an organization-wide capability, a part of the firm’s DNA? No, it’s not, although the two are often confused. Good new ideas are everywhere around us, but turning even a few of those ideas into viable, scalable products and services is something much more difficult.

Fix The Deficit? Grow The Economy, Stupid!

Steve Denning

To grow the real economy, we have to undertake fundamental shifts in the way organizations are managed. When I was working in the World Bank in the early 1990s, I would attend workshops in which we would receive briefings on the state of the US economy from the most knowledgeable experts. In briefing after briefing, we heard that the budget deficit problem of the US was insoluble. No matter how you analyzed it, we were looking at growing deficits ad infinitum.

Leadership Storytelling 3.0: From Arithmetic to Calculus

Steve Denning

In order to create people-centered organizations, organizations need people-centered processes. They need systems and processes that will keep the organization focused on systematically achieving people-relevant outcomes rather than merely the production of outputs.

The Leader's Guide to Radical Management: Is Internet access a.

Steve Denning

Executive pay: what's wrong with this picture?

Steve Denning

All of which underlines the need for organizations to move into Capitalism 3.0

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Time For KM To Manage Knowledge About Management?

Steve Denning

I was therefore somewhat surprised when I found that most of the great knowledge management programs that I observed in large organizations around the world were eventually closed down, sidelined or shifted to the periphery. Join together with allies both inside your organization and outside.

The Alternative To Top-Down Is Outside-In

Steve Denning

An interesting account by Simon Caulkin of nine UK organizations that are Managing For The Better concludes among other things: "The opposite of top-down is not bottom-up, but outside-in.

The Leader's Guide to Radical Management: Preface to the new.

Steve Denning

Since the first edition, the importance of storytelling as a leadership tool has become generally accepted, even in big organizations.