Seminal simulation paper that helps us understand how organizations adapt decision-making according to what they currently know. It simulates adaptation by modelling how knowledge moves into and around an organization, regardless of whether that knowledge is correct or not. March's simulation showed the value of a mix of slow and fast learners in an organization (innovation emerges slowly and as a result of variation).
The problem that organizations must learn to understand and decide upon, is how to allocate scarce resources between two core activities; explorative and exploitative. This decision impacts competitive performance and long-term viability.
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Don’t be Fooled by this Agile Craze If you are in a management or leadership role, the best way to help an agile team succeed is to learn what your team needs from you. Increase Agile Management Beyond the Team It’s relatively easy to agilise a single team, but the real challenge lies in ensuring […]
Most ways of working still rely on functional hierarchy, where managers make decisions and workers do the work. Managers know they can't change this work structure, but they can transform its effectiveness without asking for permission and without needing a budget. Before exploring the changes that transform the way people work, we need to recognise […]
This is an invitation to meet your organisation's objectives and help develop the Tensions Management approach. I need to test and share it so organisations that are struggling can benefit, level-up, thrive and prosper. Collaborators will apply Tensions Management techniques to solve real issues in their organisations as part of a global action learning research […]
