Category: Lean&Agile

A new Ideology of Management – part II

The leap towards a new set of normative beliefs and values, a new Ideology of Management, that is in stark contrast to existing management practices requires much faith and conviction to initiate and sustain. Who […]

A New Ideology for Management in the Digital Age

We may like it or not, but everyone who works has a personal Ideology, a comprehensive set of normative beliefs and ideas.  This ideology has been learned in school, in university and from working in […]

Big Tax Cut! Flatten the Management Hierarchy

What about shifting the costs to digitalize your company to someone else? Is there something to learn from an obnoxious Reality Show host? Let’s find out. The need for a new Management Ideology Digitalization will […]

What are the 3 Essentials of Project Management?

Suppose you want to do something sizeable, which requires the collaboration of several people over a period of time.  Something like a Start-up, a software project, a process improvement or building a house. You will […]

Good Managers – Good Teams: Lessons from Google

Is management important to a organisations success? How much hierarchical power is helpful? Where is the tipping point where too much power becomes detrimental to an organisations success? Let’s take a look what Google Inc. has found out.

What Google Inc. has to teach about Management

Larry Page and Sergey Brin took a look at management theory and were not impressed: Too much hearsay, too little data. There’s got to be a better way to manage companies. So google made their own rules. […]

Exponential Organizations – a way forward for traditional companies?

An “exponential organization” as defined by Salim Ismael is a business model that is poised to take advantage from the digital revolution. It leverages the abundant nature of information goods to transform business models of […]

Social Physics: The Revival of Science in Management

There is much here-say in management theory. For the most part, it resembles more folk-lore than science. What we call “best practice” is mostly just a mere belief. It might be a good or even […]

Execute crisply with sharp tools

What is the use of having a strategy when you do not have the tools to execute it? Problem is: You can rarely buy those tools. You can not buy executional strength- you need to […]

9 reasons why your organization might be left behind

Suppose your organization is well organized. A stable, well thought out and staffed hierarchy, efficiently standardized processes producing quality outputs. What could be there to fear? The volatility, uncertainty, complexity and ambiguity that so signifies our modern […]