# Team of Teams #The Silo Effect #Reinventing Organisations #Six simple Rules # The Fearless Organisation
Inspiring quote from Ilham Kadri, CEO Solvay
Research at Google revealed that who is on a team matters less than how the team members interact, structure their work, and view their contributions.
B15 is certified in Emotional Quotient Inventory (EQ-i 2.0), the starting point to build Emotional Intelligence
Emotional Quotient Inventory 2.0 (EQ-i 2.0) is a scientifically validated Emotional Intelligence tool and great starting point to build Emotional Intelligence in your organisation.
Individuals who believe their talents can be developed (through hard work, good strategies, and input from others) have a growth mindset. Research reveals that they tend to achieve more than those with a more fixed mindset (those who believe their talents are innate gifts). Find out your current mindset by completing a quick assessment?
Adaptable Organizations are living and breathing enterprises organized around networks based on how people work and behave, distributing and maximizing human potential. How adaptable is your organization? Check it out!
The 7 essential elements of a lifelong-learning mind-set (by McKinsey)
The six essentials on how to manage conflict and turn conflict into a constructive tool for individual and company successaccording to IMD Professor George Kohlrieser.
Wishing you a healthy and inspiring 2020!
Psychological safety is required for team high-performance. The Fearless Organization Scan maps how team members perceive the level of psychological safety in their closest context.
Highlights on research project ‘Digital-in-the-mind of the CEO’. The report maps the digital readiness of Belgian organizations and shares thoughts, practices, critical success factors and challenges to make them (more) digital ready.
Interview with Geert Vercaeren on why companies do not always succeed to hire the right people.
So true … I experience it during every single client intervention aiming to build high-performing teams. This article includes valuable steps on how to create. it.
Most inspiring workplaces find a unique way to success. While these ways are different for every single workplace, the mindset is not.
Our recent research reveals that 45% of executives are confronted with hiring misfits
No digital strategy can afford to neglect emotional and psychological factors, because it ultimately deals with people.
Interesting insight relevant for modern business leaders having to combine complex and sometimes contradictory mindsets: global, strategic, tactical, value-creating, intellectual, creative, learning, emotional, pragmatic, process, customer, community and SELF.
The perfect starting point to make work more fun
Old ways of running a company won’t cut it in a digital world. This article presents 11 strategic implications and recommendations grouped in three catagories: business environment, organisation and strategy.
Do this free 7 minutes test and get personalised feedback on your ability to recognize the composition of diverse emotions in a collective.
Despite spending time and resources developing ambitious strategies, why do some leaders still fail to execute them? Based on research by INSEAD faculty, this SlideShare explores how managers can boost a vital but often neglected element within the organisation: Emotional Capital.
Interesting research report from Brian Solis at Altimeter @ Prophet on How People Behind Digital Transformation Lead Change From Within.
Cartoon explaining ‘The Set-Up-To-Fail-Syndrome’, a no harm intended relationship spiral between bosses and sub-ordinates from bad to worse.
Happy 2018 !
Report from Helen Rosenthorn at Prophet which explores how HR can realize its potential as a catalyst for digital change across three levers: leadership, culture and strategy.
Short movie of the famous ‘Social Experiment’: 5 Monkeys and a Ladder
How to create an organisation where people find meaning in, and are captivated by, their work.
The client speaks … interesting testimonial, thought-piece developed by Dr Mannie Sher from The Tavistock Institute of Human Relations.
Having trouble bringing your teams together to realise your strategy? Drawings may help.
by Geert Vercaeren, INSEAD | June 13, 2017
Trends interview with Geert Vercaeren on his recent research on how to get rid of silo-mentality and improve inter-group collaboration.
Abstract of recent INSEAD research by Geert Vercaeren on the challenges of human dynamics of collaboration within and between organizations. He also developed an approach on how to maximize the success of initiatives to get rid of silo-working, silo mentality by integration a functional and psychological perspective in a hands-on approach.
A brilliant speech from Professor Sumantra Ghosal at the World Economic Forum about corporate environments and the faults of management in creating a positive work place.
Dr. Quy N. Huy, a strategy professor at INSEAD identified five main emotion-based barriers to strategy execution within organisations. He states that if your organisational culture has these five characteristics, all attempts to implement strategic change will likely be doomed.
Avoidance is an extremely common response to strategic initiatives that makes executives put off critical issues. Roger Lehman from INSEAD and John Young from RedElephant Technology state that to overcome it, you might start looking out for some crucial signs.
Among high-performing companies, two-thirds are increasingly focusing on values instead of rules. Embedding values into the core of an organization is no easy task. But the outcome is worth it: a human organization inspired by purpose, based on values and led with moral authority.
Neil Bearden, Associate Professor of Decision Sciences at INSEAD, offers a simple methodological prescription for fighting our natural tendency to treat our own interpretations as facts. The idea is called ‘The Principle of Charity’.
Must read, interesting book from Vineet Nayar turning conventional management upside down.
Simon Sinek has a simple but powerful model for inspirational leadership — starting with a golden circle and the question “Why?” His examples include Apple, Martin Luther King, and the Wright brothers …