“In an era where business keeps moving faster, it is no small wonder that resilience has become the new must-have executive skill” writes Srikumar Rao in an article in Harvard Business Review. Principles from ancient philosophy merge with modern thinking in 5 tips for building personal resilience.
ASHA’s CEO has succeeded in making a human focus operational by aligning all aspects of the organization with it, and moving ASHA forward to new levels of growth and innovation.
In the course of 12 years, SEPA’s CEO, Julia Hamm, would transform her association from one with a niche focus on solar power to a leader in the energy industry —building key coalitions among multiple stakeholders and playing an important role in efforts to bring energy delivery to the 21st century and provide efficient, affordable options to consumers.
Startling as the recent presidential election results were, they would not surprise Design Thinking followers. In many ways, they validate the reasons Design Thinking came into existence–the limitations of data-driven logic– and illustrate its principles and alternative methodologies.
Abstract visions of the future or well-meaning promises and expressions of appreciation become reality only when they connect to specific ways individuals can benefit from them immediately—whether these are opportunities for additional income, concrete new skills they can market, a share in profits or decision-making.
The first hours of each day can determine its course and tone. Experts and leaders weigh in on productive ways to start off your work day.
If your quest for solutions is driven by the wrong problem, you will deplete your organization’s resources without arriving at your desired destination. You will also miss opportunities for innovation and possibilities for breaking through to a different place.
Making innovation happen requires a shift in mindset. Case in point: Association for Financial Professionals. CEO Jim Kaitz approaches expansion by building organizational capabilities to constantly adapt to the
speed and nature of market change. Kaitz does not marginalize change by reducing it to new product launches or isolated initiatives outside of AFP’s core business. Instead, he lets small-scale successes and lessons learned catalyze broader changes to the association and disrupt business as usual.
The transformation of The Landscape Architect Registration Examination (L.A.R.E.) Is an example of a change that, although, seemingly non-disruptive, has set in motion an entirely new perspective and represents a leap from products to solutions.