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Being a servant leader – Servant Leadership

MDI Training

Being a servant leader “Servant Leadership” is a concept by Robert Greenleaf that describes the manager as a servant to their employees. A number of well-known authors and CEOs of companies such as Starbucks, Nordstrom and SAS followed him in designing and practicing servant leadership. ” Trick or mission?

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5 Stages of Management Evolution

Flevy

Frederic Laloux, in 2014, started analyzing emerging organizations that were setting themselves apart from the established organizations in their style of management. This type of management flourishes in disorderly settings. Coming events are a reiteration of the past in this type of management.

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Key Account Management (KAM) – Research companies, use KAM technology and maintain momentum

Red Star Kim

At the start of June I had the pleasure of leading PM Forum ’s “Towards KAM (and ABM) – Helping fee-earners with client relationship management” online workshop. Key Account Management (KAM) – Research companies, use KAM technology and maintain momentum. Others may find that the M&BD team is responsible for research.

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4 Agile Change Management Tools

MDI Training

Many of them are actively trying to shape the digital transformation. In this blog post Anita Berger, Gunther Fürstberger and Masha Ibeschitz, share 4 agile change management tools that help to consciously initiate and manage change: Anita Berger. Executive Coach, Consultant, Trainer & Managing Partner MDI.

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Ohmae’s 3C Model (Strategic Triangle)

Flevy

The focus of the model is on customers instead of shareholders, based on the premise that customer centricity ultimately leads to the accomplishment of shareholders’ interests. This can be done by using various digital tools, questionnaires, and techniques.

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One Size Fits None: An Appeal for Better Leaders

MDI Training

Incompetency as a Norm When it comes to managers’ performance, alarmingly, the norm seems to be incompetence. In a recent study, Gallup found that companies fail to choose suitable candidates for management roles a staggering 82% of the time. And of those who do end up becoming managers, their talent is seldom nurtured.

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3 Stumbling Blocks that Prevent Managers from Being Strategic

CMOE

Strategic thinking has become one of the most valued skills in managers, and many organizations know that strategic thinking is integral to their success. Unfortunately, managers often run into challenges that prevent them from engaging in strategic thought and action with consistency and regularity. Managing a Level Down.