 |
One person with power – the CEO – can make a key difference in even the biggest, stodgiest of bureaucratic companies.
|
076 |
 |
Building monuments deserve a file drawer along with trash-talking when you are looking for companies in denial.
|
093 |
 |
There appears to be a persistent belief in once-great companies that have lost their way that if you simply avoid speaking the blatant truth, all the problems will just go away.
|
093 |
 |
When companies are mired in self-delusion, they are often able to extricate themselves only with the help of an outsider…
|
115 |
 |
It is extraordinarily difficult to bring about change in a big company.
|
161 |
 |
During crisis, companies don’t suddenly change. They are what they are, only more so.
|
206 |
 |
…understanding and relating to your company’s culture(s) is key to feeling a sense of belonging.
|
179 |
 |
When companies fund teams, there are many benefits and longer lasting impacts, including a much greater chance of success at being agile.
|
029 |
 |
…it’s just as important to develop people as it is to generate short term value for the company.
|
056 |
 |
The organizational structure of a company often gets muddled with the functional design of how teams need to work, creating artificial dependencies that maybe shouldn’t even be there.
|
203 |
