Teams, Coaching & Facilitation
I read with interest about Google’s recent adoption of “No Meeting Weeks.” Initiatives such as this have been proposed and used many times by many companies in the past. Google’s is in response to the increased fatigue many of us feel from the shift to all-remote work.
Culture is a big deal. Not only does culture apparently eat strategy for breakfast, an organization’s culture also has massive impacts on performance, achieving results, and attracting and retaining talent. Incredibly, some people still argue that the impact of culture can’t be measured—that it’s a nice-to-have without any demonstrable impact on the bottom line. To which the only real response is: OK, so point to a high-performing organization that has a crappy culture.
More than 90% of CEOs give high priority to being agile, according to surveys by Deloitte and McKinsey and most large firms are exploring business agility, at least in their IT departments. Yet these efforts are often limited in scope, and most of the potential gains are unrealized, owing to the lack of agility elsewhere in the fir
As philosopher Theodore Zeldin famously said, “When will we make the same breakthroughs in the way we treat each other as we have made in technology?”