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Workplace, Teams, & Culture P. 4

Page 7 of 21

  • The End of Corporate Culture As We Know It

    We are evolving toward an age of networked enterprises, in which the traditional hierarchies of the corporation will be supplanted by self-organizing systems collaborating on digital platforms.

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  • How to Catalyze Innovation in Your Organization

    The authors’ research suggests that, rather than leaving the development of innovation to serendipity, executives should create collaborative contexts where innovation is likely to emerge from unpredictable pockets of creativity within an organization. By understanding and tapping the power of employee networks, executives can stimulate the creation of these kinds of collaborative environments.

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  • Don't Give Up on Corporate Culture

    MIT Sloan Management Review editor in chief Paul Michelman argues that the importance of corporate culture will dissipate as organizations become flatter and more distributed. However, several readers take a different view.

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  • Mastering the Make-In-India Challenge

    Despite India’s economic growth, many foreign companies have found it difficult to make money selling there. But a number of companies have found a winning strategy that involves weaving together local and global value chains.

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  • Developing Innovative Solutions Through Internal Crowdsourcing

    Internal crowdsourcing, which seeks to channel the ideas and expertise of the company’s own employees, allows employees to interact dynamically with coworkers in other locations, propose new ideas, and suggest new directions to management. Because many large companies have pockets of expertise and knowledge scattered across different locations, harnessing the cognitive diversity within organizations can open up rich new sources of innovation.

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  • In the Hotel Industry, Digital Has Made Itself Right At Home

    Doing business digitally isn’t an “add technology and stir” proposition. Success in digital business means fundamental changes in how you do business. Marriott International’s George Corbin knows this all too well. “For any company that is being disrupted by digital, it’s important that they not just be able to recognize if there’s a potential threat to its existing business,” he says. “The bigger challenge is, how and what do you change to make the transition from where it is to where it needs to be?”

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  • The Smart Way to Respond to Negative Emotions at Work

    It is impossible to block negative emotions from the workplace. Whether provoked by bad decisions, misfortune, poor timing, or employees’ personal problems, no organization is immune from trouble. And trouble agitates bad feelings. However, in many workplaces, negative emotions are brushed aside; in some others, they are taboo. Unfortunately, the author’s research suggests that neither of these strategies is effective. Instead, insight and readiness are key to developing effective responses.

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  • Embracing a Strategic Paradox

    If handled well, conflicting demands in a business can be sources of creativity and opportunity.

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  • Protect Your Project From Escalating Doubts

    Projects can lose momentum if stakeholders grow skeptical. Here’s how to avert a ‘cycle of doubt.'

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  • A New Era of Corporate Conversation

    Communication has changed thanks to social media — with long-term impacts on how companies work.

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