Dear Reader With the beginning of a new decade, I cannot help but look back to the year 2000. We started the millennium with the Y2K threat and gadgets like the iPhone, social media, GPS systems, e-readers, 4D printing and self-driving cars were not yet part of our lives. The past two decades have undoubtedly
Dear Reader As 2018 has drawn to a close, we reflect on a year that had great things happening for and with HR. After years of talking about the need for HR not just to change its name, but to embrace a business and leadership model fit for the digital age, Agile is finally finding
Co-opetition describes how competing organizations work together with gracious professionalism by putting collaboration first and competition second. The concept is rooted in Game Theory and is evolving as the new way of doing business. Our business partners at JLS are disruptors in their field and revolutionize HR and organizations with innovative and groundbreaking solutions. Because
The new world of work revolves around autonomy, self-organization, teams, networks, openness, innovation, self-responsibility, ability to learn, diversity and adaptability. It challenges us to rethink our thinking and behavior and align it to the needs of a digitalized world. The digital revolution has far-reaching consequences, radiating into all kinds of areas. It has a
Employees in general – and digital natives in particular – are no longer only looking for a career: They seek an experience. They want to be included in shaping their workspace and they certainly want a voice – not only when it comes to their own career development, but across the whole HR value chain.
A new year is underway and with it comes another set of challenges. This post will look at the five mistakes Human Resources needs to avoid in order to set the course for success in 2017 and beyond. 1.Underestimate the challenges of the digital age The accelerating force of technology is irreversible and unstoppable.
Lean-Agile development with the Scaled Agile Framework ® (SAFe) reinvents the way we develop systems and helps build an engaged, talented, and vigorous workforce. But it also highlights the disconnect of traditional practices with the realities of 21st Century people and organizations. This short guidance article summary and downloadable whitepaper describes six basic themes on how
Lean | Agile Enterprises are learning organizations who thrive on relentless improvement – as a company and also as individuals. They match traditional teaching methods with contemporary ways of obtaining and sharing knowledge. They provide growth opportunities across the organization with Lean | Agile Leaders, Career Coaches, and Talent Scouts all playing a central role
Compensation and bonuses are still used as the predominant way to incentivize and recognize people. However, Lean | Agile Enterprises avoid individual cash incentives that are toxic for their teams and instead move to more meaningful ways of reward and appreciation that acknowledge the fact that people are driven by mastery, autonomy, and purpose. They
Employee appraisals are undoubtedly the most scrutinized (and possibly least effective) HR tool. Lean | Agile Enterprises eliminate annual reviews and push the reset button on traditional Performance Management by shifting to an Iterative Performance Flow. Thereby, they (re-)optimize the system for optimal cadence, alignment, responsiveness, and growth while decoupling it from other HR instruments.