Research and Insights from the Center for Effective Organizations
Benjamin Schneider has been included in Marquis Who’s Who. As in all Marquis Who’s Who biographical volumes, individuals profiled are selected on the basis of current reference value. Factors such as position, noteworthy accomplishments, visibility, and prominence in a field are all taken into account during the selection process.
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.
This article is the first in a two-part series on applying systems diagnostics to understand the sources of organizational underperformance (this article) and why transformations often fail to deliver (next article). It is based in part on Alec Levenson’s Strategic Analytics book. The issues addressed in the series will be covered in depth in the upcoming virtual workshop Driving Organizational Change with Data.
Alec Levenson, Senior Research Scientist at the Center for Effective Organizations, was featured on Spectrum News 1 suggesting that short-term millennial high performers can significantly contribute to an organization, even if their eventual replacements are less...
Executing a (new) strategy means two things. You have to build new capability required for the strategy. And the organization has to change from the old capability to the new. Capability building and change. Simple enough, and easy to say. So why do most strategy executions fail?
Theresa Welbourne explains why employees have a lot more intelligence stored within them than leaders might think, and how AI can extract new insight from what staff say.
The increasing pace of work transformation is evident in the surge of gig work, demands for increased work flexibility, the institutionalization of remote/hybrid work accelerated by the pandemic, and the increasing integration of robots and Generative AI with human workers. It should come as no surprise that the number of resumes mentioning the “Future of Work” has surged over the last decade, with a slight decline recently, possibly due to layoffs and changing priorities.
Since its launch in November 2022, ChatGPT has sparked a significant surge of interest and investment in the realm of generative artificial intelligence (AI). The future trajectory of AI remains uncertain, but one application stands out with confidence: People Analytics (PA). AI’s integration into PA holds tangible potential, offering substantial benefits and immediate realizations. However, this comes with inherent risks that are challenging to mitigate. This article delves into the promising advantages of applying AI in People Analytics while also addressing strategies to navigate and prevent potential pitfalls.
This April, Edward E. Lawler will be honored with the USC Faculty Lifetime Achievement Award. Since its inception in 1982, the award has been bestowed upon internationally renowned retired faculty from the arts and humanities; social sciences; science, technology, engineering and mathematics; medicine; and other professional disciplines.
Center for Effective Organizations (CEO), University of Southern California’s Marshall School of Business Jennifer Sparks-Taylor (213) 740-9814 sparksj@marshall.usc.edu Release Date: January 3, 2024 Strategic Employee Resource Group (ERG) Leaders Drive Success and...
Have you noticed that the people working in diversity are having a bit of an identity crisis? The names of the departments have gone from Diversity to Diversity and Inclusion to Diversity Equity and Inclusion to some variations that include Diversity Inclusion and the term Belonging. Occasionally, you might see the term equality. For example, in numerous bold statements, Salesforce aggressively uses the word equality. Salesforce has embraced the term equality while in other organizations this language often is intentionally deleted from references to any diversity work.