Research and Insights from the Center for Effective Organizations
https://vimeo.com/1139023447/412bde228b?share=copy&fl=sv&fe=ci View the Slides AI is bringing a tsunami of change, challenge and opportunity to organizations. Everything from product development and backend operations, to the basics of how work is organized...
As some astute commentators have noted, many features of what we today call “artificial intelligence” have been around in a number of forms for many years. Prior to the launch of ChatGPT and the global explosion of people using generative AI models, we had machine learning and other forms of highly sophisticated computer-based modelling that provided many of the features of genAI behind the scenes, invisible to us end users. So in one sense, the current genAI models are like a coming out – or coming of age – party for a technology that now is clear to everyone.
In this podcast, Chris Worley discusses the importance of agility in modern organizations, how performance is measured, and the challenges companies face today, emphasizing organizational resilience, strategic communication, and the impact of artificial intelligence on business goals. He also explores the complexity of organizations, the evolving nature of strategy and its teaching, the critical role of leadership in a constantly changing environment, and the growing need for social responsibility.
Organizations often give catchy names to transformation initiatives to create focus and signal their importance, but this practice can unintentionally reinforce the idea that change is temporary, leading to disillusionment and cynicism when further changes arise. Instead, aligning efforts with ongoing strategies and framing them as part of a continuous process, like “LRP Activation,” fosters clarity, engagement, and a culture where change becomes a normal and accepted part of organizational life.
This article is the third in a three-part series on applying systems diagnostics to understand the sources of organizational underperformance (Using systems diagnostics to drive process improvement and change), why transformations often fail to deliver (Designing transformations to avoid failure), and how to keep transformations from going off course (this one). It is based in part on my Strategic Analytics book. The issues addressed in the series will be covered in depth in the upcoming workshop Driving Organizational Change with Data.
This article is the second in a three-part series on applying systems diagnostics to understand the sources of organizational underperformance (Using systems diagnostics to drive process improvement and change), why transformations often fail to deliver (this one), and how to keep transformations from going off course (Diagnosing and adjusting transformations to ensure success)). It is based in part on my Strategic Analytics book. The issues addressed in the series will be covered in depth in the upcoming virtual workshop Driving Organizational Change with Data.