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"Nudging": een nieuw en doeltreffend wapen in de strijd tegen wildplassen. Mastering complexity with the consumer-first product portfolio. Consistently combining cost efficiency with consumer value is a challenge many companies spend years trying to get right.

Mastering complexity with the consumer-first product portfolio

Some take an active stance that too often becomes undisciplined: without a clear governing structure, a siloed approach to innovation and product management results in constant reinvention and multiplying initiatives. At the other extreme are those businesses that do too little with their portfolios, perhaps unsure of the right steps and ending up with a growing tail of low- (or even negative-) margin products—or simply tiptoeing around important design choices in heritage brands.

Both approaches typically generate too much complexity in a product portfolio for too little in return. Portfolio optimization was a focus even before pandemic-driven uncertainties took hold, as rapid changes in consumer preferences—along with a transformed retail and competitor landscape—triggered an increasing need for simplification. Six steps to reduce cost and complexity.

How to beat the transformation odds. After years of McKinsey research on organizational transformations, the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.

How to beat the transformation odds

Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. The power of action—and communication Lead, don’t manage Looking ahead. Meet the Chief Transformation Officer: 8 key tasks for this new role. How to See "Structure" You have probably already learned about the importance of distinguishing among events, patterns, and structure.

How to See "Structure"

But still, you may be finding it difficult to apply this distinction. Perhaps when you try to analyze an issue from this perspective, the lines between patterns and structure get blurred or you find structure hard to see. You are not alone many learners encounter these difficulties. There are guidelines, however, that can help you to see structure and seeing structure will provide you with leverage for solving your long-term business challenges.

Determining the Social and Technical Coordination of Work. Written by Dan Schmitz It has always been a feature of effective organizations that once work activity is divided the work is then re-integrated into a whole system.

Determining the Social and Technical Coordination of Work

You needn’t look further than the common functional separation between marketing and sales to know this is true. The topic of integration and coordination is particularly important for organizations, or parts thereof, that create value through knowledge sharing and innovation to solve complex issues. SE101: Crash Course on Theory of Change — Innovation for Social Impact Partnership. Practical lessons on building an agile culture. Around the world, a growing number of organizations are embracing agility to improve delivery, increase speed, and enhance customer and employee experience.

Practical lessons on building an agile culture

Indeed, in the time of COVID-19, many organizations have accelerated their shift to agile. Our recent research found that agile organizations responded faster to the crisis, while those that do not embrace agile working may well forfeit the benefits of speed and resilience needed in the “next normal” after the COVID-19 pandemic. In essence, agility at an enterprise level means moving strategy, structure, processes, people, and technology toward a new operating model by rebuilding an organization around hundreds of self-steering, high-performing teams supported by a stable backbone. On starting an agile transformation, many organizations emphasize and discuss tribes, squads, chapters, scrums, and DevOps pipelines. Reimagining the post-pandemic organization. It’s said that the worst of times brings out the best in people; as it happens, this is true of organizations as well.

Reimagining the post-pandemic organization

All over the world, companies are being challenged by the COVID-19 crisis to find new ways to serve their customers and communities. Organisation Models: a Reasoned List between Old and New. Recent years have seen an increased number of Organisation Models appearing on the scene of management.

Organisation Models: a Reasoned List between Old and New

This was primarily in response to the accelerated rhythm of change imposed by the VUCA world and often have come as the result of a crisis of an organisation. To weather a crisis, build a network of teams. This article is part of a series Leadership in a crisis: Responding to the coronavirus outbreak and future challenges.

To weather a crisis, build a network of teams

It draws together McKinsey’s collective thinking and expertise on five behaviors to help leaders navigate the pandemic and recovery. Separate articles describe displaying deliberate calm and bounded optimism; making decisions amid uncertainty; demonstrating empathy; and communicating effectively. The platform play: How to operate like a tech company. “The question is not how fast tech companies will become car companies, but how fast we will become a tech company.”

The platform play: How to operate like a tech company

Insurance ecosystems and platforms: How insurers can turn vision into reality. It is no longer news that digital technologies are reshaping customer expectations and redefining industry boundaries.

Insurance ecosystems and platforms: How insurers can turn vision into reality

Apple now offers a credit card; Uber Technologies is in the midst of entering the logistics sector; Ping An of China has expanded beyond insurance and into everything from healthcare to housing; and Amazon has moved beyond retail and bookstores to such an extent that no sector feels safe from “getting Amazoned.” As traditional industry borders fall away, ecosystems—and the digital platforms that often enable them—will greatly influence the future of insurers (see sidebar, “What is an ecosystem?”). Our research has found that ecosystems will generate $60 trillion in revenue by 2025—which will constitute 30 percent of global sales in that year.

Talks Talent: The new science of talent, from roles to returns. Welcome to McKinsey Talks Talent, a new podcast featuring McKinsey leaders and talent experts Bryan Hancock and Bill Schaninger. In this debut episode, Bryan and Bill speak with McKinsey Publishing’s Lucia Rahilly about why, in a world in flux, talent matters more than ever, and how to match the right people with the roles likeliest to deliver value. This is an edited version of their conversation. How companies are reskilling to address skill gaps. As technologies and business models continue their rapid evolution, companies are experiencing a step change in the workforce skills they need to thrive and grow. Previous research has shown that as many as 375 million workers globally might have to change occupations in the next decade to meet companies’ needs and that automation could free employees to spend as much as 30 percent of their time on new work. Now, in a new McKinsey Global Survey on future workforce needs, nearly nine in ten executives and managers say their organizations either face skill gaps already or expect gaps to develop within the next five years.

Although most respondents say their organizations consider it a priority to address skill shortages, few say their organizations understand how to equip themselves with the workforce skills they will need most. In fact, only one-third of respondents say their companies are prepared to cope with the workforce disruptions resulting from technology and market trends. Carousel - GlobalGEA. How can we redesign financial services for good? It’s groundhog day for financial services. More than a decade after the great financial crash of 2008, the tools and methods of financial services remain dangerously unreformed, while experiments in social responsibility have apparently come to naught.

Those who take the reins of the financial services industry – regulators, central bank governors, financial professionals – increasingly recognise that they must meet these challenges with an open mind, not seek to preserve the status quo. The issue is not merely one of the reputation of finance but in fact the purpose of financial services: what they are for and whether they serve the needs of society. Clearly those needs are not being served by the current arrangements. Environmental degradation, rampant inequalities – especially of place – asset price inflation and concentration have been exacerbated by our system of finance. Next-stage Organization.

Self-organisation is often touted as the holy grail of the future workplace. Most information you find about self-organisation (or self-management, Teal, Sociocracy, Holacracy, *cracy, etc.) points out how such an organisational model will revolutionise the workplace by empowering employees, increasing market resilience, and abolishing unnecessary interpersonal hierarchies. The bias toward highlighting its advantages and successes is understandable; passionate followers of any movement naturally expose the positive and downplay the negative.

At Peerdom, we’re also passionate about self-organisation and rethinking collaboration dynamics. In the Ecosystem Economy, What’s Your Strategy? When Nestlé was preparing to go mainstream with Nespresso, its single-use espresso capsule, it knew that users would need a machine specifically designed to work with the pod. So the company cultivated a network of manufacturers. It didn’t tell customers to buy a Jura, a Krups, or a Braun—it just decided which manufacturers could be on the list. And because the capsule and its interface were patented, other manufacturers could not make Nespresso-compatible machines without permission. Nespresso was creating—designing—an ecosystem: an orchestrated network spanning multiple sectors. The firms involved work to shared standards, sometimes on a shared platform, to make their products and services compatible.

Beyond matrix organization, the helix organization. The CEO of a major global business, deeply frustrated, took time out recently as a large company-wide reorganization was stumbling toward its conclusion. 8 Organizational Metaphors - NOBL Academy. Transform the whole business, not just parts. That’s the conventional wisdom: improve one part at a time, then move to the next, methodically and consistently. How smart platforms can crack the complexity challenge in project industries. Modularization excels in high-volume industries such as automotive, but does it offer tangible benefits for companies that tackle just a few, extremely complicated projects each year?

The Self-Tuning Enterprise. Company of the Future. The Self Tuning Enterprise. The forgotten step in leading large-scale change. In Beyond Performance 2.0: A Proven Approach to Leading Large-scale Change (John Wiley & Sons, July 2019), McKinsey senior partners Scott Keller and Bill Schaninger draw on their 40-plus years of combined experience, and on the most comprehensive research effort of its kind, to provide a practical and proven how-to guide for executives managing corporate transformations.

Company of the Future. The helix organization. Agile is Dead. The global case for customer experience in government. In the private sector, customer experience has become a core metric of performance—with leaders outperforming laggards in the S&P 500 by more than 200 percent in the past decade. 8 Organizational Metaphors - NOBL Academy. The change management mind-set: Getting personal. Building agile capabilities to drive business transformation. Getting the workplace of the future right. The five frames of performance and health. The essential components of a successful learning and development strategy - pbailleur - Mail van

Repositioning as an agile manager. The journey to an agile organization. Three keys to better decision making. Agile performance management. What are the most important organizational health practices? Habits of a systems thinker – Naomi Stanford. The Emerging Art of Ecosystem Management. The irrational side of change management. Winning the ’20s: The Organization of the Future – BCG Henderson Institute. The Emerging Art of Ecosystem Management. Silosmashing – Naomi Stanford. Global trends: Navigating a world of disruption. Succeeding in the US retail industry in an era of unprecedented disruption. How a U.S. Health Care System Uses 15-Minute Huddles to Keep 23 Hospitals Aligned. Implementation – Scaled Agile Framework. Quantifying the semiconductor supply chain.

Boosting Performance Through Organization Design. How to create an agile organization. Zelfsturing. What is Organizational Design? — NOBL Collective. How does one build an agile organization? And what part does HR need to fill? When Small Ideas Add Up to Something Big. Elements of a successful government transformation. Skill shift: Automation and the future of the workforce. Sector Automation. Where machines could replace humans. Matrix structures: the pessimism advantage – Naomi Stanford. How the public sector can remain agile beyond times of crisis. The journey to an agile organization at Zalando. Organization design: a toolkit of toolkits – Naomi Stanford.

How to mess up your agile transformation in seven easy (mis)steps. How to create an agile organization. Activate agility: the five avenues to success. The five trademarks of agile organizations. Company organization in the age of urgency. Insurance beyond digital: The rise of ecosystems and platforms. Accelerating the shift to a next-generation operating model. What the future of work will mean for jobs, skills, and wages.

Articl12. Do you have the right leaders for your growth strategies? Same lean song, different transformation tempo. Defining Strategic Management and Strategy. Witnessing Immoral Acts Makes Us Want to Buy Popular Brands. Model Baarda - Bureau Baarda. Boosting Performance Through Organization Design. Organizational health: A fast track to performance improvement. Getting Reorgs Right. IT’s future value proposition. The CEO’s guide to competing through HR. The Command and Control Model is Outdated, Even The Military Says So! Neuralink and the Brain's Magical Future. Who should pay for support functions? Design Your Employee Experience as Thoughtfully as You Design Your Customer Experience. Kathryn Schulz: On being wrong. Style that’s sustainable: A new fast-fashion formula. The Hive is the New Network.

What's the organizing principle of today's digital workplace? Wat als ... een beelddenker zich ontpopt tot organisatiecoach? - Numentum. Rose-Lynn Fisher /Topography of Tears. Scientists From Germany Show That Water Has Memory. This Video Blows My Mind. Donald Trump tries out a new campaign tactic: saying sorry. Jezelf hervinden & ontwikkelen. The Human Capital Crisis: RippleWorks Research Report.