by Vitaly Geyman | Mar 17, 2021 | Governance, Leadership, Management, Strategy, Strategy Execution
I was invited to speak to the Virtual Advisory Board, UK Chapter. This is an article that appeared in VAB Newsletter, March 2021 issue. It is a summary of my talk to the YPO chapter on how to become a board-ready leader. Vitaly talked about how changes brought...
by Norman Wolfe | Jul 8, 2020 | Leadership, Norman Wolfe, Organization & Culture, Quantum Leaders, Strategy, Strategy Execution
Teal organization as presented in the book Reinventing Organizations by Frederic Laloux provides a wonderful model of the evolution of organizations. It draws from the work of Spiral Dynamics, a psychological model that highlights and names stages of development. It...
by Norman Wolfe | Feb 28, 2020 | Leadership, Norman Wolfe, Organization & Culture, Quantum Leaders, Strategy, Strategy Execution
In Part 1 of this series (https://quantumleaders.com/is-amazon-a-livi…anization-part-1/), we looked at how Amazon achieves their phenomenal success by relentlessly staying focused and living their Soulful Purpose™, which Is to make life easier for people to get...
by Norman Wolfe | Jan 18, 2020 | Leadership, Norman Wolfe, Organization & Culture, Quantum Leaders, Strategy, Strategy Execution
Once the darling of every business, taught in every business school, strategic planning can no longer address the challenges of our Volatile, Uncertain, Complex, Ambiguous (VUCA) world. Almost as quickly as we start the implementation, the world has changed and...
by Norman Wolfe | Apr 9, 2019 | Leadership, Norman Wolfe, Organization & Culture, Strategy, Strategy Execution
Like the DNA that defines the working of the body, Context defines the working of our decisions, choices and tradeoffs. Learning to reshape Context patterns becomes a critical skill for both individuals and organizations, because Context defines what is and is not...
by Norman Wolfe | Dec 12, 2018 | Leadership, Norman Wolfe, Organization & Culture, Strategy, Strategy Execution
Over 70% of all strategic initiatives fail to meet their desired objectives. A key reason is they approach the organization as a machine to be adjusted rather than a living being to be developed. Strategic initiatives focus on changing what we do, not who we are...
