Results for: Keywords Organizational change Remove constraint Keywords: Organizational change
Learners look through a telescope to see what a company chooses to focus on when making decisions about productivity, reducing waste, retraining, solving problems, and motivating employees.
Haley Van Dyck is transforming the way America delivers critical services to everyday people. At the United States Digital Service, Van Dyck and her team are using lessons learned by Silicon Valley and the private sector to improve services for veterans, immigrants, the disabled and others, creating a more awesome government along the way. "We don't care about politics," she says. "We care about making government work better, because it's the only one we've got."
As a "corporate suit" (his words) and former VP of sustainability at McDonald's, Bob Langert works with companies and their strongest critics to find solutions that are good for both business and society. In this actionable talk, he shares stories from the decades-long transition into corporate sustainability at McDonald's -- including his work with unlikely partners like the Environmental Defense Fund and Temple Grandin -- and shows why your adversaries can sometimes be your best allies.
Never before have strategic leaders been confronted with so much overwhelming change. The traditional approach is to teach the leader or leaders how to direct or control the organizations' reaction on a monthly, weekly, or even daily basis. This approach is stressful and overwhelming for executive leaders, makes middle managers feel torn between honoring their senior leaders and listening to the demands of front line employees, and is alienating for front line employees. Focusing on Organizational Change offers an alternative to the traditional approach by focusing on building the change capacity of the entire organization in anticipation of future pressures to change. Based on systematic research of more than 5,000 respondents working within more than 200 organization or organizational units conducted during the previous decade, this book offers a clear and proven method for diagnosing your organizational change capacity. While building organizational change capacity is not fast or easy, it is essential for effective leadership and organizational survival in the 21st century.