https://pinboard.in/u:tom.reeder/public/ recent bookmarks from tom.reeder 2026-04-15T15:39:38+00:00 https://sloanreview.mit.edu/article/job-pivots-in-the-age-of-ai-lessons-from-mike-mulligan-and-his-steam-shovel/?_hsenc=p2ANqtz-8hXxwVsnGK_tgfmnwewd8Yk9OpoEqhlvGpA9_NIpH7TMqIG0fkZsA6_nYncGTc7l7pzMo8RpoR0MSBjDDVf0-KnnHzKAUScNXOKOowALRf4XIQh00&_hsmi=413773369 tom.reeder innovation_leadership AI_2026 https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:87406eeb3ab0/ 2026-04-13T16:03:59+00:00 https://www.gallup.com/workplace/704225/rising-adoption-spurs-workforce-changes.aspx tom.reeder AI_2026 gallup https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:523468dce2fe/ 2026-04-07T14:09:47+00:00 https://www.smartbrief.com/original/7-signs-your-executive-team-lacks-leadership-maturity tom.reeder Leadership Team https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:11243d3929a2/ 2026-04-04T16:49:17+00:00 https://www.smartbrief.com/original/implementing-change-successfully-what-leaders-must-get-right?lrh=4fc6ea1528a6a24d5eabe87d4984811a626de3c880fc041294d87e8c05c9ec7e tom.reeder change_management change_leadership https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:52b0943f5600/ 2026-03-27T14:54:29+00:00 https://www.mckinsey.com/capabilities/tech-and-ai/our-insights/building-next-horizon-ai-experiences?stcr=F400678BA5D647BAB2D2B584070F5F82&cid=mgp_opr-eml-alt-dmk-mgp-glb--&hlkid=f471438bc1f64939a2763fa6ae1b7231&hdpid=7e1696ca-a81f-4568-b792-77fbfd7932c8 tom.reeder Description 1. Lead with clarity > Design systems that make their logic, assumptions, and outputs clear, enabling users to confidently understand the outputs 2. Design for continuity > Sustain context and memory across interactions to create coherent, personalized, and seamless experiences over time 3. Build for depth > Enable rich, multistep, domain-specific workflows that go beyond single interactions to support meaningful end-to-end outcomes 4. Orchestrate cocreation > Create environments where human expertise and AI agents collaborate fluidly—both in real time and across disciplines—to amplify impact]]> AI_2026 experiential McKinsey https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:4e7615ffbe9e/ 2026-03-27T14:47:03+00:00 https://sloanreview.mit.edu/article/the-eight-core-principles-of-strategic-innovation/ tom.reeder innovation_process Innovation mitsmr https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:41a3f747a4e2/ 2026-03-27T14:35:28+00:00 https://hbr.org/2026/03/4-capabilities-that-drive-operational-improvement?deliveryName=NL_MTOD_20260327 tom.reeder Start with discovery > Turn fixes into learning loops (Don’t treat improvements as one-off projects) > Align improvements with strategy > Build for transformation ]]> operations HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:11206c714cc5/ 2026-03-26T15:29:36+00:00 https://hbr.org/2026/05/how-to-build-a-superteam-that-keeps-getting-better tom.reeder teams team_building HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:d8264450d226/ 2026-03-24T14:35:39+00:00 https://www.linkedin.com/pulse/notes-value-creation-three-lessons-yprtc/ tom.reeder turnaround IBM McKinsey https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:00b94f496c26/ 2026-03-20T20:28:43+00:00 https://www.gallup.com/workplace/703379/accountability-leadership-greatest-weakness.aspx tom.reeder leadership_gap gallup https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:360760019b8f/ 2026-03-10T20:14:37+00:00 https://sloanreview.mit.edu/article/the-eight-core-principles-of-strategic-innovation/?_hsenc=p2ANqtz-8RfZfTbK0sCw5x2wPCDNjDx-5YxFjjy5b5O2SbeL7QwHthIx8FQPJdpaIuJ_uwcRN1r0f5xEaGbhTN8QU6TIhgof6ULQ&_hsmi=407799259 tom.reeder Horizon 1 describes near-term opportunities captured via incremental improvements to core product lines > Horizon 2 refers to emerging opportunity areas that require investment to develop; > Horizon 3 covers growth possibilities that are further off and require more experimentation and seed investment. “Horizon 3,” a “moonshot,” or a “breakthrough.” today, tomorrow, and beyond; incremental, evolutionary, and game changer; or incremental, platform, and breakthrough. Leaders need to watch out for definition creep, though: Once people see the importance of strategic innovation, they’ll be tempted to relabel whatever they’re doing as 2. Set the domains of innovation intent. 3. Treat strategic innovation as a permanent function. 4. Develop each domain into a portfolio of opportunities. 5. Develop the three organizational competencies of discovery, incubation, and acceleration. 6. Clearly define innovation roles. 7. Proactively manage four dimensions of uncertainty. 8. Tune the innovation function. Managing Incremental Innovations Versus Strategic Innovations]]> SMR-MIT https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:3223a0ba430b/ 2026-02-26T18:34:56+00:00 https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/strategys-biggest-blind-spot-erosion-of-competitive-advantage?stcr=F54572CCE1A94D8FB6D0BBD7D7153EA1&cid=mgp_opr-eml-alt-msc-mgp-glb--&hlkid=e48293f8f61243148ebcddca1edd4a37&hctky=2436613&hdpid=cc1fbc64-4cd8-40f4-ab58-d2b834a68452 tom.reeder Develop a granular view of competitive advantage. > Tailor the advantage to each market. > Don’t overinvest in areas that won’t improve competitive position. > Boost the return on competitive advantage by embedding it into strategic decision-making. > Track metrics that can signal changes in the competitive landscape.]]> strategy competition https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:2b4dbe2faf90/ 2026-02-25T15:14:13+00:00 https://hbr.org/2026/02/why-some-companies-grow-rapidly-while-others-stall?deliveryName=NL_MTOD_20260225 tom.reeder Cross-functional leadership meetings (88%) > Shared KPIs or OKRs (87%) > Informal collaboration and communication (72%)]]> growth https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:963be5dff269/ 2026-02-23T14:49:45+00:00 https://hbr.org/2026/02/why-some-companies-grow-rapidly-while-others-stall?deliveryName=NL_TheInsider_20260223 tom.reeder marketing, > sales, product, and > commercial leaders are aligned on shared priorities, organizations are more than twice as likely to achieve rapid growth (39% vs. 18%). leaders accomplish alignment in three ways through > cross-functional leadership meetings, > shared KPIs or OKRs, and informal collaboration and communication. In companies where leaders are more siloed, priorities get conflicted, work is duplicated, and decision-making drags. ]]> integrated_go_to_market https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:b29895c48067/ 2026-02-20T16:24:01+00:00 https://www.smartbrief.com/original/3-measures-of-an-effective-leadership-voice?lrh=4fc6ea1528a6a24d5eabe87d4984811a626de3c880fc041294d87e8c05c9ec7e tom.reeder Too close > Too far 2. Risk relationship 3. Conviction level > Hard-fought experience > Moral/religious grounding ]]> leadership_communication collaboration https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:6b1b20e2c84c/ 2026-02-20T16:19:20+00:00 https://www.fastcompany.com/91494138/the-five-love-languages-of-leadership tom.reeder leadership_communication collaboration https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:de294bf935cc/ 2026-02-19T15:43:08+00:00 https://www.peoplemanagement.co.uk/article/1948779/why-self-leadership-will-key-age-ai tom.reeder self_leadership AI https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:ea56c587e93f/ 2026-02-12T16:08:09+00:00 https://triplecrownleadership.com/productive-conflict-leadership-guide/ tom.reeder growing closer together > solving problems more quickly and effectively > building trust > preventing destructive personal conflicts from festering > making better decisions > producing better results 1. Check your intent before engaging in conflict. (Scott, 2002) 2. “Mine for conflict” in meetings. (Lencioni, 2002) 3. Ensure every voice at the table is heard. (Scott, 2002) 4. Actively seek out and explore opposing viewpoints. (Scott, 2002) 5. Regulate the heat. (Heifetz, Linsky, and Grashow, 2009) 6. Orchestrate the conflict. (Heifetz, Linsky, and Grashow, 2009) 7. Depersonalize conflict 8. Avoid the temptation to use praise as a precursor to confrontation. (Scott, 2002) 9. Praise their willingness to challenge each other when you see it. (Lencioni, 2012) 10. Make productive conflict an explicit team norm. 11. Drive to clear agreements and closure at the end of meetings. 12. Be mindful of the “emotional wake” that can come with conflict. (Scott, 2002) ]]> constructive_criticism Lencioni https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:ca1732faead2/ 2026-02-04T18:49:11+00:00 https://knowledge.wharton.upenn.edu/article/your-organizations-unwritten-rules-and-how-to-fix-them/ tom.reeder nano_tools_Wharton https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:7895c3650391/ 2026-01-28T15:22:32+00:00 https://www.rollingstone.com/culture-council/articles/pit-stop-leadership-endurance-racing-f1-teaches-about-high-performance-teams-1235503859/ tom.reeder process_improvement process_framework https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:115c80844a5b/ 2025-10-10T17:12:13+00:00 https://sloanreview.mit.edu/article/business-model-innovation-essentials/ tom.reeder How will we create value in ways others cannot? > How will we capture value consistently and sustainably? > Are our value drivers — novelty, efficiency, lock-in, and complementary partnerships — working together? > Is the model aligned with our company’s strategy, structure, size, and technological context? > Only when the answers add up to a model with holistic strength will novelty lead to peak performance, and innovation translate into impact. ]]> business_model AI_2025 https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:93e4e14be777/ 2025-10-07T15:18:57+00:00 https://www.scmr.com/article/culture-is-built-by-rituals-argues-leadership-expert tom.reeder Rituals define culture: Rituals turn routine behaviors into purposeful, emotionally resonant habits that strengthen connection and alignment across teams. > People power [supply chains]: Despite advances in technology, [Protagonist] stressed that supply chains are fundamentally about people—and leaders must lead with that focus. > Start small: Culture change doesn’t require grand gestures—just consistency and commitment to daily habits that reinforce shared meaning. . Leadership by design: The best leaders create culture intentionally, putting people before processes to unlock lasting organizational success. 3 Rituals [starter kit] > Connection: The 3-question check-in. “How are you feeling? What’s on your mind? How can I support you?” > Communication: “Ask for a receipt.” At the end of every meeting, confirm what was discussed and who will take action. “It’s not that we’re not smart professionals,” “It’s that we know misunderstanding happens. So we want to make sure we put guardrails in place so it doesn’t happen too much.” > Collaboration: The daily 7-minute huddle. Teams answer three questions: “What are we focused on today? What’s in our way? Who needs help?” The consistency... ...is what creates alignment and energy. ]]> culture ritual routine https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:f6d27cbde232/ 2025-10-03T13:48:35+00:00 https://www.fastcompany.com/91411728/solve-problems-think-backwards-inversion tom.reeder problem_solving https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:e2fda9405e05/ 2025-09-30T20:34:46+00:00 https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-future-of-work-is-agentic?cid=mgp_opr-eml-alt-pub-mgp-glb--bundle&hlkid=ec5b7e9cef2046e6a750ecedddcfc1b9&hctky=2436613&hdpid=652713d9-cb76-4026-8011-a65e5d23d530 tom.reeder AI_Agentic McKinsey https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:c5a0068a5734/ 2025-09-16T21:12:50+00:00 https://sloanreview.mit.edu/article/managing-beyond-the-impostor-buzzword/ tom.reeder impostor_syndrome https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:63b04b522bb8/ 2025-09-02T15:24:01+00:00 https://hbr.org/2025/08/your-company-needs-to-focus-on-fewer-projects-heres-how tom.reeder Make continuation a choice, not a default. > Create real tradeoffs > Time-box everything. (Should we pivot, stop, or invest more? This approach builds flexibility and removes the stigma of sunsetting) > Celebrate stopping. > Guarantee “safe landings.” ]]> PMO Nieto_Rodriguez https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:5bcd00d93a03/ 2025-08-28T16:34:33+00:00 https://hbr.org/2025/08/6-ways-to-practice-everyday-courage tom.reeder moral > social > emotional > intellectual > creative > physical ]]> leadership leadership_courage https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:68158c33f6d2/ 2025-08-28T16:07:39+00:00 https://hbr.org/2025/08/its-time-to-streamline-how-we-communicate-at-work tom.reeder Responsiveness Expectations > Specific channels for specific uses > Make reading easy Writing for Busy Readers: Communicate More Effectively in the Real World (co-authored by Todd along with Jessica Lasky-Fink), lays out six science-based principles for writing so busy people will actually read and respond. The core idea? Make it easy for skimmers. ]]> workplace_communication https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:f8c4ef85d8e3/ 2025-08-20T14:48:32+00:00 https://hbr.org/2025/07/planning-an-offsite-for-your-leadership-team-ask-these-5-questions tom.reeder meeting_types meeting_management https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:da5b422abc05/ 2025-08-11T13:44:29+00:00 https://leadershipfreak.blog/2025/08/08/how-to-run-lousy-meetings/ tom.reeder meeting_management meetings meeting_hygiene https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:f36441cbdec0/ 2025-08-08T19:52:10+00:00 https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/how-public-company-boards-can-thrive-by-adopting-private-equity-practices?cid=mgp_opr-eml-nsl-shl-mgp-glb--&hlkid=ebe241ea8c8e4ddf840a92f3910714af&hctky=2436613&hdpid=f4e05c4f-b364-4723-abd9-1373ed58d05a tom.reeder board_presentation McKinsey https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:edbb3ba4b53a/ 2025-08-08T19:43:23+00:00 https://sloanreview.mit.edu/article/owning-the-room-in-the-age-of-ai/?_hsenc=p2ANqtz-8a-q6otvbibA7CVI20QRygGshkbD-jah6PHm5KOQ18fwOIKkFZP7LmZbQGWXMj9hOul__YdpUYRiwi-4NvRYSE8OYCNODnIZjp2OEVJgMBomFzt3I&_hsmi=374941771 tom.reeder comms comms_techniques mitsmr https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:7364739f7b5f/ 2025-08-06T15:20:59+00:00 https://www.library.hbs.edu/working-knowledge/freedom-fear-and-feedback-should-other-companies-follow-netflixs-lead tom.reeder The Dream Team We aim only to have high performers at Netflix — people who are great at what they do, and even better at working together. > People Over Process You get better outcomes when employees have the information and freedom to make decisions for themselves. We hire unusually responsible people who thrive on this openness and freedom. > Uncomfortably Exciting To entertain the world, we need to be bold and ambitious. That means embracing the thrill of what’s next — even when it’s uncomfortable. > Great and Always Better We often say Netflix sucks today compared to where we can be tomorrow. We need the self-awareness to understand what should be better, and the discipline and resilience to get there. Case study learnings ("adjusting" culture) > Business Levers > Management Levers > Leadership Behaviors ]]> culture culture_change hbr_working_knowledge https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:111770dacf10/ 2025-07-23T14:53:37+00:00 https://www.shell.com/news-and-insights/scenarios/what-scenario-planning-models-does-shell-use.html tom.reeder Scenarios are windows on the future, and set the context- how decisions might play out > Scenarios are stories about the future not predictions; the are about understanding where we are today > Scenarios are about bringing into view possibilities we might not have previously considered or understood > Pierre Wack, first head of Shell Scenarios Team, the gentle art of re-perceiving- picking out the elements of the future that might have already happened, but whose implications have yet to unfold "inevitable surprises" (metaphor of rain up river and flooding down river in x days) > Numbers are critical to understanding [implications of] a scenario > Testing and Reflecting > Scenarios are about looking for turning points "As human beings, we’re therefore more likely to act on its implications. Telling the story is therefore intrinsic to scenarios."]]> scenario scenario_planning Royal_Dutch_Shell https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:7a0a4d63ba41/ 2025-07-23T14:34:18+00:00 https://www.mckinsey.com/featured-insights/people-in-progress/from-orientation-to-impact-rethinking-how-we-prepare-new-hires tom.reeder Foundations track > Refresher track 2. Learning by doing 3. Turning assessments into growth plans 4. Building a culture of feedback early 5. Using data to continuously improve What’s made the biggest difference... For others looking to rethink their onboarding, a few design principles stand out: > Design for diversity of starting points: Personalization doesn’t have to be complex; a short pre-assessment can unlock highly tailored learning paths. > Make practice the core: Simulations and applied learning drive both retention and confidence. > Create a bridge to future development: A growth plan rooted in skills, not scores, fosters self-awareness and momentum. > Model your culture from the start: Onboarding is your culture’s first impression—make it count.]]> onboarding McKinsey https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:3da50189a39c/ 2025-07-16T14:57:41+00:00 https://sloanreview.mit.edu/video/9-mistakes-leaders-make-with-ai-strategy/ tom.reeder George Waterman, MIT Lecturer, "Overestimating how weill AI will work" > Monica Caldas, Liberty Mutual, "Treat AI as a tool that needs to be implemented" rather treat as an opportunity to change the way business operates > Melissa Swift, Athrone Insights, "Insert AI into real work, not idealized work" > Tom Davenport, Academic, "Too limited experimentation; Too many pilots, not enough production deployments" > Hannah Mayer, McKinsey, "Many employees are moving faster than their leaders" focus on alignment of leadership to complement the employees > Dimitris Bountolos, CIO Ferruvial, "Don't undersestimate the human factor" > Keri Pearlson, MIT Research Scientist, "Prioritize building resilience, not just preventing risk" > Michael Schrage, MIT Research Fellow, " Use it to 'solve the problem'; Not curious enough about the full capability of AI" > Vipin Gupta, Flipt, "Not just a tool/technology, a new way of thinking/working; Focu son investment in the future-forward experiences" also see MITSMR.com/ai-ml-data for currated content from SMR ]]> AI_Strategy AI mitsmr https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:9da89aa97528/ 2025-07-07T14:16:06+00:00 https://hbr.org/2025/06/navigating-the-jump-from-manager-to-executive tom.reeder Leadership HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:075733bc11b3/ 2025-07-07T13:49:27+00:00 https://hbr.org/2025/07/hybrid-still-isnt-working tom.reeder hybrid_work HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:d290dfd7ad6b/ 2025-06-25T21:21:44+00:00 https://www.library.hbs.edu/working-knowledge/what-makes-leadership-team-effective-start-with-these-eight-steps tom.reeder Meet often enough to develop and revise strategies > Come to meetings ready to be part of a cohesive team > Remain open to learning > Assess your team members' interdependence > Invest the time and resources necessary to develop the team > Create an action plan for the team > Communicate your goals for the team > Consider bringing in more expertise to guide the effort ]]> leadership_teams HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:a3cfd5aaa9a7/ 2025-06-18T13:03:49+00:00 https://chiefexecutive.net/communicate-to-captivate-elevating-strategy-execution-success/ tom.reeder communication communication_plan comms_techniques https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:6276f98fa8a0/ 2025-06-11T16:37:44+00:00 https://www.smartbrief.com/original/what-barriers-are-hampering-your-change-strategy tom.reeder change_management https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:59ff33ceec53/ 2025-06-03T14:17:49+00:00 https://www.consultancy.uk/news/40238/the-importance-of-reframing-resistance-for-successful-change-management tom.reeder change_management change change_concepts https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:c22e9c5aeb16/ 2025-05-30T14:44:01+00:00 https://bigthink.com/the-long-game/what-leonardos-obsession-with-water-teaches-us-about-longevity/ tom.reeder operations Leadership https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:5bccdaf130e7/ 2025-05-15T14:20:22+00:00 https://hbr.org/2025/05/when-picking-a-new-ceo-ask-them-for-a-growth-plan tom.reeder Shift from history to future vision > Facilitate—don’t assign—the process > Let the plan drive the conversation Referenced... When Picking a New CEO, Ask Them for a Growth Plan "Corporate boards often rely on backward-looking data when selecting CEOs, leading to flawed decisions. To improve the selection process, boards should ask candidates to create a growth plan that outlines their vision for the company’s future, providing a structured and comparative look at their strategic thinking. This approach not only helps in assessing the candidate’s alignment with the company’s goals but also fosters accountability and transparency in the appointment process" ]]> success_practices HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:aa85d9dd8821/ 2025-05-15T14:00:34+00:00 https://sergiocaredda.eu/inspiration/netflix-culture-deck tom.reeder Values are what we value > High performance > Freedom and Responsibility > Context, not control > Highly aligned, loosely coupled > Pay top of market > Promotions and development]]> culture cultural_norms https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:1bc2071ba13e/ 2025-05-13T13:09:03+00:00 https://www.epicflow.com/blog/what-is-critical-chain-project-management-a-modern-approach-to-optimizing-resources-and-overcoming-bottlenecks/ tom.reeder project_management_software critical_path https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:33d951d988fd/ 2025-05-08T21:00:44+00:00 https://hbr.org/2025/04/empathy-is-a-non-negotiable-leadership-skill-heres-how-to-practice-it tom.reeder Discuss what empathy means in your particular context and how it can support the culture you’re creating > Identify how empathy will be expressed in behavior. > Define how empathy, performance standards, and accountability work together. > Commit to empathy for one another. Be other-focused. > Be a container > Be a listener > Be a questioner Balance individual and group needs > Connect to various perspectives to gather information > Call on your empathy protocol Facilitated support instead of taking over > What's going on > What support is needed- by them, the team, and you > Who can provide support? > How can I facilitate that support? Model boundary-setting > Know your limits and protect your energy > Model balance and boundaries Update your language to connect > Validate and explore > Build connection > Take an interested perspective ]]> Leadership HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:8ed3b8a6ce33/ 2025-05-08T20:52:52+00:00 https://hbr.org/2020/05/begin-with-trust tom.reeder Authenticity > Empathy > Logic Venn Diagram > Diverse team- A diverse store of knowledge is partly shared > Homogenous teams- A common store of knowledge is fully shared > Inclusive Teams- A diverse sore of knowledge is fully shared ]]> trust team_management HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:be14a224b7c4/ 2025-05-08T14:47:05+00:00 https://antonionietorodriguez.com/business-expansion-strategies/ tom.reeder project_management Antonio_Nieto_Rodriguez https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:51abfa491528/ 2025-05-08T14:23:13+00:00 https://hbr.org/2025/05/in-uncertain-times-ask-these-questions-before-you-make-a-decision tom.reeder uncertainty HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:a20a14e18614/ 2025-05-05T14:30:27+00:00 https://hbr.org/2025/04/want-to-use-ai-as-a-career-coach-use-these-prompts tom.reeder career_coach AI HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:a1e05db9965e/ 2025-05-05T14:25:53+00:00 https://hbr.org/2025/04/whats-the-future-of-middle-management tom.reeder Gartner predicts that through 2026, “20% of organizations will use AI to flatten their organizational structure, eliminating more than half of current middle management positions.” > Forty-four percent of U.S. professionals say that their company has cut back on manager-level roles, according to a new Korn Ferry report. > With comparatively high rates of burnout and unhappiness among middle managers—a new Gallup survey finds that managers are experiencing the sharpest decline in engagement From Line Managers to Agents of Change > "link between frontline employees and senior leadership, middle managers have direct access to customer insights > "middle managers serve as coaches and mentors, translating strategic shifts into action at the ground level... >> "middle managers play an essential role in motivating employees to pursue training, facilitating the development of human capital, and supporting workers as they navigate career paths within organizations" From Supervisors to Stewards of Digital Transformation > "an analysis of 34 million job postings over 14 years reveals not only a marked increase in the number of managers, but also that the role of middle managers has already begun to evolve, necessitating more collaborative skills than supervisory ones due to constant change and innovation From Villains to Vital (at a Reasonable Number) > "technology has already disintermediated many of the roles of middle managers, taking them out of the loop for communications and coordination, and reducing their administrative tasks]]> middle_management HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:ede55de51ec4/ 2025-05-02T13:44:30+00:00 https://nextbigideaclub.com/magazine/strategic-genius-taylor-swifts-rise-megastardom-bookbite/55408/ tom.reeder Seize opportunities others ignore 2> Know what people are "hiring" you to do [à la "Jobs to be done" Prof. Christensen, et al] "Her fans want connection" 3> Be people-obsessed 4> Be productively paranoid [recall Spencer Johnson's "Who moved my cheese"] “Leaders who are productively paranoid are better able to pivot and deal with challenges than those who aren’t.” 5> Be a radical adapter “None of this would have been possible if Swift hadn’t radically adjusted her strategies to adapt to the Streaming Age.” ]]> strategy strategic_characteristics HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:6376be91ef76/ 2025-05-01T18:05:49+00:00 https://www.innosight.com/insight/strategic-positioning-in-turbulent-times/ tom.reeder As companies navigate uncertainty, they need to shift from predicting the future to purposefully positioning for it. > Using key questions, business leaders can clarify exposure, surface hidden assumptions, and align teams around deliberate action and initiatives. > This approach enables companies to position themselves to build resilience, preserve flexibility, and develop a strategic advantage. 1. Where are we exposed? 2. How do we align our team? 3. What strategic posture should we adopt? 4. What are the handful of choices we should make? (recall Porter's strategy is about choices) >> No-regrets moves >> Options >> Big bets 5. How do we manage our portfolio over time?]]> strategic_questions innovation innosight https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:5c064dce004c/ 2025-05-01T17:54:51+00:00 https://hbr.org/2025/05/what-the-like-button-can-teach-us-about-innovation tom.reeder Collective discovery > Be alert for surprises (Measure, Model, Nourish, Reflect) > Take things step-by-step >> Avoid making a masterplan >> Conduct trials sooner >> Be receptive to unintended outcomes >> Persist > Lay the myth of the solo inventor to rest >> Recognize multiple heroes >> Promote cognitive diversity >> Practice humility > Calibrate managerialism >> Foster curiosity >> Avoid the tyranny of averages >> Legitimize inconsistency > Shift your mental model >> Learn from the past >> Embrace storytelling >> Model and train people in the new approaches]]> innovation bcg HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:a974b3b38c26/ 2025-04-18T15:10:36+00:00 https://hbr.org/2025/01/9-trends-that-will-shape-work-in-2025-and-beyond tom.reeder New demands for a future-ready workforce > The evolving roles of managers > Emerging talent risks to the organization New Demands for a Future-Ready Workforce 1. As retirements surge and tech disruption continues, organizations will suffer from a loss of expertise. 2. Organizations will restructure to take advantage of AI and other technological innovations. 3. Companies will adopt “nudgetech” to bridge widening collaboration gaps. The Evolving Role of Managers 4. Seeking fairness, employees will embrace bots over bosses. 5. Organizations will wrestle with how to retain high performers in the age of AI. 6. Organizations will shift focus to inclusion and belonging — with unexpected benefits. Emerging Talent Risks to the Organization 7. “AI-first” organizations will destroy productivity in their search for it. 8. Loneliness becomes a business risk, not just a well-being challenge. 9. Employee activism drives companies to adopt responsible AI norms.]]> future_of_work hbr https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:34994cce8929/ 2025-04-18T14:34:29+00:00 https://sloanreview.mit.edu/article/what-the-return-to-office-debate-misses-employees-are-customers/ tom.reeder Builders (20%; <3 years with organization; <35 years old) > Jugglers (30%; balancing personal and professional commitments; middle aged) > Mainstays (20%; >10 years with organization; >55 years old) > Lodgers (25%; >3 years; in leadership roles; all age groups) Analysis found: "clear differences among the groups in terms of their job satisfaction, enjoyment levels, and motivation" "Improving the employee experience cannot be a top-down or a one-size-fits-all set of initiatives... ...Making work 'work better' for employees is best pursued as cocreation with them" ]]> return_to_office rto smr segmentation employee_experience https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:aca05151602d/ 2025-04-10T20:20:31+00:00 https://hbr.org/2025/05/lean-strategy-making tom.reeder HBR lean_strategy_making https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:33731ec19a67/ 2025-04-10T20:17:02+00:00 https://hbr.org/2025/05/what-people-get-wrong-about-psychological-safety tom.reeder Psychological safety means being nice; > it means getting your way; > it means job security; > it requires a trade-off with performance; > it’s a policy; and > it requires a top-down approach.]]> psychological_safety HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:6849433e7260/ 2025-04-08T20:58:00+00:00 https://hbr.org/2025/04/how-to-prevent-strategy-fatigue tom.reeder strategic_execution HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:26cac2206602/ 2025-04-08T13:12:54+00:00 https://www.fastcompany.com/91309205/im-a-volunteer-ems-first-responder-heres-how-its-made-me-a-better-leader tom.reeder Leadership https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:32608cd2c8cf/ 2025-04-04T13:47:47+00:00 https://mailchi.mp/northwestern/viking-and-the-power-of-not?e=b6e6c9bc32 tom.reeder brand_marketing Tim_Calkins https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:b8f0ece72c55/ 2025-04-03T14:15:35+00:00 https://pitchbook.com/news/articles/private-equity-sports-investment-dashboard?sourceType=NEWSLETTER tom.reeder private_equity sports_vertical pitchbook https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:e54d14c8afef/ 2025-03-26T14:59:45+00:00 https://hbr.org/2025/03/how-to-learn-from-a-failed-negotiation tom.reeder negotiation HBR https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:7cac8cd7be9e/ 2025-03-25T14:33:58+00:00 https://chiefexecutive.net/in-times-of-uncertainty-bet-on-your-people-and-innovate/ tom.reeder uncertainty https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:37ab9e4b98d2/ 2025-03-21T13:41:37+00:00 https://sloanreview.mit.edu/article/what-leaders-still-get-wrong-about-customer-portfolio-management/?_hsenc=p2ANqtz--3jjiJqoG7rtsmFUbCLu9fwp1NQoCzRlrK9H61cHPjAgFxJj16eYiA40o7zTThf1cOV0QMwXwEVlZktQ4nBKUF1gtmMA&_hsmi=352864155 tom.reeder segmentation customer_relationship smr https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:2431d98486dc/ 2025-03-21T13:38:41+00:00 https://sloanreview.mit.edu/article/eight-ways-to-end-meeting-misery/ tom.reeder meeting_management smr https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:15844986b5b6/ 2025-03-20T15:00:49+00:00 https://www.projectmanagement.com/articles/1068078/8-ways-to-boost-your-problem-solving-skills tom.reeder Test 1: Reinforce current practices with more training and communication > Test 2: Explore the daily experience of employees to understand employee behavior 6. Stay open to other problem-solving approaches 7. Balance logic and feeling in problem solving. 8. Go beyond today's problem with problem-solving practice]]> problem_solving pmi https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:ace7576b4885/ 2025-03-03T19:54:21+00:00 https://sloanreview.mit.edu/article/how-leaders-champion-culture-six-essential-lessons/ tom.reeder culture mitsmr https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:6642f6041d5e/ 2025-02-28T15:42:06+00:00 https://sloanreview.mit.edu/article/five-traits-of-leaders-who-excel-at-decision-making/ tom.reeder Leadership uncertainty mitsmr https://pinboard.in/ https://pinboard.in/u:tom.reeder/b:7b3acc897fdf/