There is general consensus in this part of the world that the modern enterprise is a broken structure. Dissatisfaction with employment runs high, even at a time when it is difficult for many to find a full-time job. Just one, of many, examples is a 2013 Gallup Report that shows that 70 percent of workers are disengaged from their work.
Why do we work? Leading thinkers and Impact Hub founders from around the world shared their thoughts on the future of work at #UnlikelyAllies (Impact Hub ...
The latest issue of Boston Review has a lively forum on the growing power of network-based businesses such as Amazon, Uber and Airbnb. These companies may not be monopolies in the strict conventional sense of the law, but they nonetheless use their market dominance and network platforms to extract all sorts of advantages from competitors, suppliers and consumers.
Case studies demonstrate that some of the world's largest companies are now making advanced use of social tools in the way that they work. Is Europe leading the way?
Technology will advance to continue to enable peer-to-peer discussion and influence consumer-to-business collaboration more than ever before. However, it also has the potential to displace human capital.
The way connected devices are evolving in industry, where they've been used for years, says a lot about why IoT has the potential to be something very big.
What does the future of business look like? In an informative talk, Philip Evans gives a quick primer on two long-standing theories in strategy -- and explains why he thinks they are essentially invalid.
Increasing concern for sustainability has focused attention of academics, practitioners, corporate, social and public policy leaders towards extremely affordable frugal products and services. A quarter century of exploration by Honey Bee Network has generated several models of engagement with creative and innovative communities and individuals in different domains. The first ICCIG was held in January 1997 leading to establishment of Grassroots Innovation Augmentation Network [GIAN] and later National Innovation Foundation [NIF]. The second ICCIG was held in China and India in December 2012 to connect creative pursuits around the world. The third ICCIG aims at pooling insights from research, policy and practices in education, technology, institutions, culture, conservation and governance.
A series of shifts are happening in our economy: A record of number of millennials are trading in conventional career paths to launch tech start-ups, start small businesses that are rooted in local communities, or freelance their expertise. We are sharing everything from bikes and cars to extra rooms in our homes.
The first book of the FutureScapes series by Fast Future Publishing. The Future of Business features the ideas of 60 leading futurists and global thinkers.
We are witnessing an evolutionary step change in how we operate and organize: a shift from linear, mechanistic, control-based modes of operating toward living, emergent, self-organizing, life-affirming organizations. This shift is the greatest challenge facing leaders, managers and change agents today, according to Peter Senge; a shift in human consciousness, according to Ken Wilber.
Many organizations today are findings themselves at the digital crossroads: They have an enormous stake in how the business operates today, yet the world is changing at an all-time fast rate, requiring ever greater commitment to change, often down multiple competing paths. The frustration is knowing which are short-term fads and which actually represent crucial long-term shifts in the technology market that organizations simply must invest in.
This highly experiential course is based on Theory U, a framework, method, and way of connecting to the more authentic aspects of our self. It introduces the variable of consciousness into management and the social sciences, and proposes that the quality of the results that we create in any kind of social system is a function of the quality of awareness, attention or consciousness that the participants in the system operate from. This approach to leading change is practiced by business, government, and civil society leaders around the world – many of whom you will meet during this course.
What’s a linear system? Think governments, politicians, regulators, large and slow-moving legacy companies, and the like…
What’s an exponential system? You. Today’s exponential entrepreneurs. Silicon Valley startups. Fast-moving innovators and disruptors that want to change the game.
HANDY is creating a big business out of small jobs. The company finds its customers self-employed home-helps available in the right place and at the right time.
January 1, 2025, Irving, Texas: Exxon Mobil is proud to announce that its exit from the extraction and production of nonrenewable resources is now complete. Back in 2015 the company began its 10-year journey out of fossil fuels by committing itself to a bold set of changes that have transformed the company and indeed the world. Key actions over the past decade include:
Bellhops, a Lyft-like moving service that arrived in Long Beach earlier this year, announced it has raised $6M from Silicon Valley Investors, bringing the company's total venture funding to $7.8M.
Almost 25 years ago in the pages of HBR, C.K. Prahalad and I urged managers to think in a different way about the building blocks of competitive success. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. By building and nurturing deep, hard-to-replicate skills, an organization could fatten margins and fuel growth. While I still believe that distinctive capabilities are essential to distinctive performance, I have increasingly come to believe (as I argued in an earlier post) that even the most competent organizations also suffer from a clutch of core incompetencies. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be.
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