Why Organizations Struggle So Hard to Improve So Little: Overcoming Organizational Immaturity

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As the authors of this eye-opening new work make clear, to enact real change, organizations need to shake off their immaturity and grow up. Shifting away from the tendency to lay all the blame on bad leadership, Why Organizations Struggle So Hard to Improve So Little: Overcoming Organizational Immaturity offers specific answers for why most organizational improvement efforts fail.

Why Organizations Struggle So Hard to Improve So Little explains the difficulties and dangers of organizational immaturity, then provides proven, effective tools and ideas for achieving change within the limitations of an immature organization. With this guide, leaders and other stakeholders will be able to determine the maturity level of an organization, get beyond prevailing myths about how change gets derailed, and identify potential areas for improvement.

Metrics: How to Improve Key Business Results

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Metrics are a hot topic. Executive leadership, boards of directors, management, and customers are all asking for data-based decisions. As a result, many managers, professionals, and change agents are asked to develop metrics, but have no clear idea of how to produce meaningful ones. Wouldn’t it be great to have a simple explanation of how to collect, analyze, report, and use measurements to improve your organization?

Metrics: How to Improve Key Business Results provides that explanation and the tools you’ll need to make your organization more effective. Not only does the book explain the “why” of metrics, but it walks you through a step-by-step process for creating a report card that provides a clear picture of organizational health and how well you satisfy customer needs.

Analytics: Leaders Asking the Right Questions

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 http://youtu.be/__9hOP6ux5I

18 April 2013

The most important facet to making analytics work is having the right questions. These questions should come from the leader but even the most experienced leaders tend to identify measures and data instead of starting (and staying) at the root question level. The leader needs to think “big picture” – especially when it comes to analytics. That means thinking in the abstract. This session will lead the audience through the process of identifying root questions and showing how this leads to macro-analytics.  Click for more information.