Podcast appearances and mentions of Henry Mintzberg

Ep.221 - Nous explorons la relation entre stratégie et exécution, soulignant que ces deux éléments ne doivent pas être considérés comme opposés. Nous discutons de l'importance de l'effort collectif dans la formulation de la stratégie, de la mobilisation des équipes pour favoriser l'engagement, et de la nécessité de réfléchir à la mise en œuvre dès le début du processus stratégique. Nous abordons également le changement culturel et l'importance de célébrer les petites victoires pour maintenir le momentum dans les transformations organisationnelles. La stratégie et l'exécution sont étroitement liées, et une réflexion commune dès le départ est cruciale pour un succès collectif.À retenirLa stratégie et l'exécution doivent être pensées ensemble.Impliquer les parties prenantes enrichit la formulation de la stratégie.L'engagement des équipes est crucial pour la mise en œuvre.La résistance au changement est une réaction naturelle.Célébrer les petites victoires aide à maintenir le momentum.La gestion des connaissances sera essentielle dans le futur.La stratégie doit être un effort collectif.Les leaders doivent incarner la stratégie.La transformation culturelle est un levier puissant.La mise en œuvre doit être réfléchie dès la stratégie. Autres épisodes à écouterÉpisode 220: Libérez les ressources cachées pour stimuler votre croissanceÉpisode 188: La stratégie des organisations avec Henry MintzbergÉpisode 107: Les bureaux de projet – Outil stratégique ou bureaucratique?Les membres de la Communauté ont notamment accès aux compléments d'épisodes, aux ateliers et deepdive Live ainsi qu'au forum des membres afin d'explorer et approfondir les différents thèmes de l'action stratégique.Accédez aux notes ici: https://www.intelliaconsulting.com/podcast Note Communauté IAE-Pro est maintenant en ligne: Cliquez ici pour maîtriser votre action stratégique et amplifier votre impact Suivez-nous: Développez votre impact stratégique - Abonnez-vous à notre lettre hebdomadaire Visitez notre page LinkedIn Visitez notre page YouTube

Summary In this discussion, Andy welcomes back Kevin Eikenberry to talk about his new book Flexible Leadership: Navigate Uncertainty and Lead with Confidence. They discuss how leadership complexity increases with career progression and how Kevin's book offers practical guidance on managing ambiguity. The conversation delves into the concept of flexible leadership, the impact of uncertainty versus fear, the importance of context in decision-making, and why organizations should be seen as both machines and organisms. They also touch on the significance of rituals and handling paradoxes in leadership. If you're looking for insights on how to lead and deliver despite uncertainty and ambiguity, this episode is for you! Sound Bites “Leadership in many ways hasn't changed for centuries.” “Fear has an endpoint... Anxiety has no end. And that's such a bigger challenge for us.” “We should be thinking pilot, not policy.” “Are organizations more like machines or more like organisms? Well, both are true.” Chapters 00:00 Introduction 01:54 Start of Interview 00:24 What HASN'T Changed With Leadership 04:00 What Does Kevin NOT Mean by 'Flexible' Leadership? 06:19 Understanding Uncertainty and Fear 08:25 The Sense-Making Framework 12:58 Organizations: Machines or Organisms? 15:50 System One vs. System Two Thinking 18:29 Autopilot vs. Deliberate Decision Making 18:51 Understanding Flexors: Compliance vs. Commitment 19:11 The Flexor Concept in Leadership 22:53 Habits vs. Rituals: Navigating Uncertainty 25:49 Parenting and Leadership: Building Confidence 28:20 End of Interview 28:39 Andy's Comments After the Interview 33:13 Outtakes Learn More You can learn more about Kevin and his book at KevinEikenberry.com/Flexible-Leadership. For more learning on this topic, check out: Episode 54 with Roger L. Martin about his book The Opposable Mind Episode 47 with Henry Mintzberg about his book on why management is what we think it is. Episodes 360 and 455 with Janet Polach about her books to help us avoid mistakes as we grow as leaders. Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Power Skills Topics: Leadership, Project Management, Uncertainty, Fear, Organizational Behavior, Leadership Styles, Habits, Rituals, Ambiguity The following music was used for this episode: Music: Echo by Alexander Nakarada License (CC BY 4.0): https://filmmusic.io/standard-license Music: Tuesday by Sascha Ende License (CC BY 4.0): https://filmmusic.io/standard-license

On this powerful episode of The Edge of Leadership, we're joined by the legendary Prof. Henry Mintzberg, who doesn't hold back in his bold critique of political and corporate managerial incompetence. Get ready for a no-holds-barred discussion as Mintzberg takes aim at the likes of Elon Musk and President Trump, exposing the dangers of arrogance in leadership.

Check out the Henry Mintzberg paper: https://ics.uci.edu/~corps/phaseii/Mintzberg-StructureIn5s-MgmtSci.pdf Summary Keywordsglobal recognition, people-first culture, digital products, continuous improvement, leadership behaviours, zero distance, frontline respect, organisational culture, agile transformation, technology literacy, customer connection, entrepreneurial mindset, process control, frontline decision-making, innovation ecosystemIntroductionEpisode 190, featuring Craig Brown, founder of Everest Engineering, explores the concept of zero distance leadership, a people-first approach to organisational excellence. Craig shares his journey of building a globally recognised company that emphasises autonomy, respect for frontline employees, and a culture of continuous improvement.Key themes include:The power of people-first leadership and fostering bold, empowered teams.The importance of zero distance—minimising gaps between leadership, employees, and customers.Lessons from the Haier model of decentralised, entrepreneur-driven organisations.How Everest Engineering scaled rapidly while navigating crises like the pandemic.The role of leadership in enabling decision-making at the front line rather than relying on bureaucratic control.Episode Links:Youtube Full episode: https://youtu.be/bul8hZ7O6H0Enterprise Excellence Academy: https://www.enterpriseexcellencegroup.com.au/podcast/episode/7b12043d/190-global-success-in-a-competitive-agile-world-with-craig-brown-founder-of-everest-engineeringContacts Brad: connect via LinkedIn or call him on 0402 448 445 or email bjeavons@iqi.com.au. Craig is contactable on:·       LinkedIn https://www.linkedin.com/in/craigwbrown/·       On his website: https://www.everest.engineering/What next?1.     Download a guide to using AI from Everest Engineering: https://www.everest.engineering/ai-guide2.     Here is the Henry Mintzberg paper: https://ics.uci.edu/~corps/phaseii/Mintzberg-StructureIn5s-MgmtSci.pdf4.     Last Conference: https://www.lastconference.com/To learn more about what we do, visit www.enterpriseexcellenceacademy.com.Thanks for your time, and thanks for helping to create a better future.

Ep.205 - Nous explorons l'importance cruciale de l'architecture dans les projets agiles, et comment celle-ci évolue avec le temps et le contexte en compagnie de François Chenebit.Si les usagers ou les clients expriment leurs besoins dans leur langage, les développeurs et les architectes de systèmes d'information ne sont pas là que pour les transcrire en langage métier. Il est nécessaire d'assurer que le projet se construira sur des bases solides et qui ne seront pas désuètes après quelques années.  François nous parle d'architecture intentionnelle et émergente, de l'impact de l'intelligence artificielle sur l'architecture et le développement, ainsi que des recommandations pour les dirigeants de PME sur la transformation agile.François ChenebitDétenant un diplôme d'ingénieur à l'Institut national des sciences appliquées de Lyon, François a commencé sa carrière comme développeur, gagnant en expérience dans différents environnements.  Après un passage en tant qu'architecte à la Banque de France dans les années pré-covid-19, il travaille depuis 2020 dans le secteur de l'énergie comme architecte de systèmes d'information et d'applications. François est également un alumni de l'ESSEC dont il détient un diplôme de master en transformation digitale et son mémoire portait sur comment améliorer l'architecture logicielle dans les projets agiles. Comme l'architecture c'est beaucoup de compromis et de choix, et comme chacun d'entre eux doit se baser sur un raisonnement plutôt que des a priori, il croit au pragmatisme et à l'étude pour constamment apprendre. À retenirL'architecture doit évoluer avec le temps et le contexte.L'architecture intentionnelle est essentielle au début d'un projet.L'architecte doit coconstruire l'architecture avec l'équipe.L'IA peut améliorer l'efficacité des tâches d'architecture.Les équipes auto-organisées peuvent fonctionner sans architecte à plein temps.Il est important de ne pas confondre architecte et chef de projet.Les PME doivent éviter les effets de mode en matière d'agilité.Autres épisodes à écouterÉpisode 188: La stratégie des organisations avec Henry MintzbergÉpisode 204: Agile est mort, vive l'Agilité!Chapitres(00:00) Bienvenue à l'épisode 205(01:26) Introduction(02:20) Définir l'agilité(03:48) Placer l'architecture dans le processus agile(10:02) Architecture comme minimum essentiel avant de démarrer(11:41) Architecture et équipes auto-organisées(18:43) IA et architecture(20:37) Éléments significatifs(22:34) Recommandations(25:17) ConclusionAccédez aux notes ici: https://www.intelliaconsulting.com/podcastSuivez-nous: Développez votre impact stratégique - Abonnez-vous à notre lettre hebdomadaire Visitez notre page LinkedIn Visitez notre page YouTube

Henry Mintzberg - Bedtime Stories for Managers   In this episode, our guest is Henry Mintzberg, celebrated management thinker and author of 'Bedtime Stories for Managers.' We explore key themes from his 20th book, which is a collection of insightful essays from his widely read blog. Henry discusses the importance of managers getting out of their lofty offices to truly understand their organizations, the myth of the managerial 'maestro,' and the dangers of over-reliance on hard data. We also delve into the pitfalls of MBA programs, short-term strategy thinking, and the importance of engaging with employees and customers. This episode is a must-watch for anyone interested in thoughtful, experience-based approaches to management. Get ready for a wealth of metaphors, real-world examples, and thought-provoking anecdotes from one of the most respected voices in the field.   00:00 Introduction to Bedtime Stories for Managers 02:01 The Scrambled Eggs Story 04:28 The Myth of the Maestro Manager 06:20 Critique of MBA Programs 10:55 Emergent Strategy Explained 16:12 Leadership vs. Management 21:20 The Importance of Measuring the Right Things 23:55 The Symphony Orchestra Fallacy 24:50 Executive Boredom and Misguided Changes 26:44 The Right Leadership for Different Business Stages 29:52 Challenges of Legacy Organizations 31:53 The Family Business Dilemma 36:11 Short-Term Gains vs. Long-Term Success 44:21 Organizing Like a Cow 48:11 The Role of the Board 49:39 The Illusion of Constant Change   Find the book here:    

Ep.203 - Dans ce dernier épisode spécial 200e, nous partageons nos apprentissages sur l'action stratégique.Nous explorons les liens entre la stratégie et sa mise en œuvre. Nous abordons les questions de gestion de projet, de changement organisationnel, de communication, de technologie et d'adaptation continue afin de maintenir l'agilité nécessaire et la cohérence de l'exécution.À retenirLa planification stratégique est souvent confondue avec la stratégie elle-même.L'agilité stratégique nécessite des boucles itératives.L'accompagnement du changement est essentiel pour la mise en œuvre stratégique.La communication prépare les individus aux changements.Les managers doivent être formés à la conduite du changement.Les priorités stratégiques doivent être régulièrement réévaluées.Le management visuel favorise la transparence.La capacité d'agir est un actif stratégique.La communication doit être adaptée aux cultures diverses.La perception est souvent plus importante que la réalité.Les technologies transforment la formation et le développement des compétences.La cocréation facilite la gestion du changement.La cybersécurité est cruciale dans la transformation numérique.Rester curieux et ouvert aux nouvelles technologies est vital.La gestion des connaissances est un facteur clé d'innovation.Autres épisodes mentionnésÉpisode 188: La stratégie des organisations avec Henry MintzbergÉpisode 182: Déviance positive, agilité et leadership – Les Clés pour Innover et Diriger avec Claude Emond Épisode 131: Le Lean ou la Gestion Sobre des opérations avec Olivier FichetÉpisode 45: Changement et Innovation managériale avec David AutissierÉpisode 104: Du changement à la mutation des organisations avec David AutissierÉpisode 148: Au Cœur du Changement – Internalisation, IA et Innovation dans les Pratiques Managériales avec David AutissierÉpisode 171: Maximiser l'engagement au changement avec Christophe DerumezÉpisode 102: L'agilité entrepreneuriale avec Antoine MarcqÉpisode 114: Améliorer l'impact de notre communication avec Petra HeuselÉpisode 74: L'art de communiquer avec Petra HeuAccédez aux notes ici: https://www.intelliaconsulting.com/podcastSuivez-nous: Développez votre impact stratégique - Abonnez-vous à notre lettre hebdomadaire Visitez notre page LinkedIn Visitez notre page YouTube

Rebalancing Society with Henry Mintzberg: Addressing Imbalances in Politics, Economy, and Community   In this episode, Aidan McCullen is joined by renowned business strategist Henry Mintzberg to discuss his book on radical renewal. Mintzberg explores the root causes of our current societal crisis, emphasizing the need for balance among the public, private, and plural sectors. They delve into historical and contemporary issues that have led to extreme imbalances, from capitalism's dominance post-1989 to today's political polarization. Offering insights grounded in history and strategy, Mintzberg advocates for a strengthened community sector to restore equilibrium. Addressing not only societal but also personal imbalances, Mintzberg highlights the urgency for action amid global challenges like economic disparity, environmental degradation, and political unrest. The conversation serves as a wake-up call encouraging listeners to engage in meaningful change at both the individual and community levels.   00:00 Introduction: Enough is Enough! 00:38 Welcoming the Guest: Henry Mintzberg 02:44 Understanding Imbalance in Society 05:47 The Role of Business and Government 08:05 Historical Context and Current Issues 11:30 The Concept of Rebalancing Society 18:16 Personal Responsibility and Action 23:56 Closing Thoughts and Call to Action   Find more info here:

Ep.198 - Pour bien démarrer la nouvelle année, nous vous proposons 9 livres essentiels à explorer pour accroître votre capacité d'action stratégique en 2025.Les auteurs, parmi lesquels Adam Grant, Roger Martin et Olivier Zara, explorent des sujets tels que la remise en question de ses opinions, l'excellence décisionnelle et la pensée critique. Les livres sélectionnés abordent des thèmes variés comme la psychologie de la persuasion, l'irrationalité prévisible, le leadership non conventionnel et la pensée complexe. Ils promettent d'aider les lecteurs à mieux comprendre le monde, à prendre de meilleures décisions et à devenir des leaders plus efficaces.Autres Podcasts à consulterÉpisode 69: Revoir ses certitudes sur le monde VICA avec Laurent BibardÉpisode 188: La stratégie des organisations avec Henry MintzbergÉpisode 190: Intelligence collective et prise de décision avec Olivier ZaraAccédez aux notes ici: https://www.intelliaconsulting.com/podcastSuivez-nous: Développez votre impact stratégique - Abonnez-vous à notre lettre hebdomadaire Visitez notre page LinkedIn Visitez notre page YouTube

In this episode of the Thursday Thought, we delve into the intricate balance between immediate survival and long-term growth, drawing parallels between the human body's stress response and corporate strategies. We explore the concept of temporal discounting, the impact of chronic stress on leadership, and the necessity of preparing for the future during times of calm. Featuring insights from Bruce Lipton, Art Markman, Henry Mintzberg, and Stan Deetz, along with quotes and research, this discussion highlights the importance of balancing short-term reactivity with long-term vision for sustained success.   00:00 Introduction to Thursday Thought 00:21 Bodies Under Stress: Balancing Immediate Survival and Long-Term Growth 01:26 The Stress Response: Short-Term Focus 02:22 Temporal Discounting and Leadership Compensation 05:16 The Long-Term Cost of Chronic Stress 06:15 Stress and Cognitive Shifts in Leadership 08:28 Balancing the Present with the Future 09:54 Conclusion and New Year Wishes

Ep.196 - Clairement, la stratégie n'a pas qu'un seul visage.  Au-delà des banales questions de distinguer la stratégie de la tactique, nous explorons les différentes dimensions de la stratégie d'entreprise, en mettant l'accent sur la transformation, les stratégies de croissance, la différenciation, et l'importance de la simplicité dans la formulation des stratégies. Autres épisodes à écouter:Épisode 170: Stratégie, changement et culture d'entrepriseÉpisode 173: Biais, leurres et décisions stratégiquesÉpisode 188: La stratégie des organisations avec Henry MintzbergÉpisode 190: Intelligence collective et prise de décision avec Olivier ZaraAccédez aux notes ici: https://www.intelliaconsulting.com/podcastSuivez-nous: Développez votre impact stratégique - Abonnez-vous à notre lettre hebdomadaire Visitez notre page LinkedIn Visitez notre page YouTube

In this episode of The CEO Project Podcast, host Jim Schleckser and Sharon Maguire discuss the critical link between strategy development and execution, emphasizing the importance of treating them as an iterative, interconnected process. Using frameworks like Henry Mintzberg's "Two Loops of Learning," they highlight how organizations must adapt strategies dynamically—refining tactical approaches while continuously reevaluating overarching goals to stay aligned with market changes and organizational needs. The hosts advocate for small, focused strategy teams composed of systems thinkers rather than relying on large, title-driven groups. This approach enables more effective problem-solving and holistic thinking, which are essential for creating and deploying successful strategies. The discussion also underscores the importance of prioritizing a single competitive focus—whether cost leadership, customer intimacy, or innovation—while avoiding the trap of trying to excel in conflicting areas. Effective strategies balance leveraging internal strengths with understanding external market dynamics, ensuring that objectives are both actionable and measurable. Leaders are encouraged to focus on three core areas: financial growth, operational improvement, and strategic extension, such as entering new markets or launching new products. By fostering alignment through techniques like the Japanese "catch ball" method and engaging the organization in execution, businesses can ensure their strategies drive meaningful, sustainable outcomes.

Ep.192 - Cet épisode explore l'importance de l'intelligence collective et de l'excellence décisionnelle dans un environnement incertain. À travers différentes perspectives d'experts rencontrés sur le podcast tels que Thierry Picq, Henry Mintzberg, Claude Emond et Olivier Zara, nous soulignons la nécessité de rapprocher les décideurs du terrain et de favoriser l'action stratégique pour améliorer la prise de décision. La discussion aborde également la délégation et le lieu de création de valeur, tout en mettant en avant le concept de Gemba Walk comme un outil essentiel pour comprendre le travail réel.À retenirL'intelligence collective est essentielle pour la prise de décision.Les acteurs du terrain sont cruciaux dans un environnement incertain.La délégation doit être repensée pour impliquer davantage les collaborateurs.L'action stratégique est plus importante que la pensée stratégique.Le Gemba Walk aide à comprendre le lieu de création de valeur.L'excellence décisionnelle découle de l'intelligence collective.Il est nécessaire de réduire la séparation entre ceux qui font et ceux qui pensent.La stratégie émergente est liée à l'action et à l'expérience.Les organisations doivent se rapprocher du terrain pour être efficaces.La culture d'entreprise doit valoriser chaque voix, indépendamment du statut. Accédez à l'épisode ici: https://www.intelliaconsulting.com/episode192Accédez aux autres épisodes mentionnés:Épisode 190: Intelligence collective et prise de décision avec Olivier ZaraÉpisode 188: La stratégie des organisations avec Henry MintzbergÉpisode 186: Management d'équipes et innovation avec Thierry PicqÉpisode 182: Déviance positive, agilité et leadership – Les Clés pour Innover et Diriger avec Claude Emond Accédez aux notes ici: https://www.intelliaconsulting.com/podcastSuivez-nous: Développez votre impact stratégique - Abonnez-vous à notre lettre hebdomadaire Visitez notre page LinkedIn Visitez notre page YouTube

Wenn Sie Ihre Revisionskompetenz verbessern wollen, dann ist dieser Podcast für Sie ein guter Ausgangspunkt. Ich bin in einem Zeitungsartikel über einen Satz gestolpert, der zwar mit der Internen Revision erst einmal gar nichts zu tun hat. Das tut aber gar nichts zur Sache. Denn der Satz hat es in sich. Er lautet: „Wenige richtige Worte benötigen meist weniger Zeit als viele falsche Worte.“ In diesem Podcast erfahren Sie: - Was dieser Satz mit den von Henry Mintzberg beschriebenen drei grundlegenden Managementstilen bzw. dafür erforderlichen Kompetenzen auf sich hat - Wie diese in die Arbeit der Internen Revision einfließen - Wie Sie diese in der Praxis beobachten können und - Wie sich diese Aspekte in Ihren revisorischen Stärken und Schwächen zeigen Wer von Ihnen mehr zu den Prüfungskategorien erfahren will, hört sich am besten Folge 231 an. Wenn ich Sie bei der Verbesserung Ihrer Revisionskompetenz unterstützen kann, dann melden Sie sich gerne bei mir. Ich wünsche Ihnen viel Spaß beim Zuhören und erfolgreiche Prüfungsprozesse!

Ep.188 - Dans cet épisode nous avons la chance et le privilège de nous entretenir avec un des grands penseurs du management et de la stratégie de notre époque, le professeur Henry Mintzberg. Il discute de la définition de la stratégie, de son évolution dans un monde en constante mutation, et de l'importance de la perspective stratégique. Il aborde également les défis auxquels font face les grandes entreprises, le rôle des managers, l'écoute des clients, et l'importance des partenariats. Enfin, il partage avec nous ses réflexions sur l'évolution de l'enseignement de la stratégie et la pratique de la gestion. Autres épisodes que vous pourriez aimer:Laurent Bibard  Épisode 69: Revoir ses certitudes sur le monde VICA avec Laurent BibardStephen BlankÉpisode 151: Culture d'entreprise et capitalisme avec Stephen BlankÉpisode 121: Gouvernance et responsabilité sociale des entreprises avec Stephen BlankÉpisode 94: La démographie – un des trois grands défis du 21e siècle avec Stephen BlankÉpisode 65: Faire affaires aux USA au 21e siècle avec Stephen BlankÉpisode 25: La stratégie au 21e siècle avec Stephen Blank, PhD.Taïeb Hafsi Épisode 80: Complexité, organisations et stratégie avec Taïeb Hafsi Thierry PicqÉpisode 186: Management d'équipes et innovation avec Thierry PicqMaurice Thévenet Épisode 108: Diriger c'est manager avec Maurice ThévenetAccédez aux notes détaillées ici: https://www.intelliaconsulting.com/podcastSuivez-nous: Développez votre impact stratégique - Abonnez-vous notre lettre hebdomadaire Visitez notre page LinkedIn Visitez notre page YouTube

In a world that celebrates speed and working smart, adopting AI solutions and smashing simple success metrics, it can feel not just challenging but unhelpful to diverge from received wisdom.  But if we're going to create anything of real value - in business, in writing, even in sport - we need to be ready to take the less-traveled path. Because that makes all the difference.  In this Best Bits episode, hear from:  Henry Mintzberg on cherishing anomolies;  Maureen Dunne on why neurodivergence is so essential for organizations;  Sol Rashidi on resisting easy answers when it comes to implementing AI projects;  Cath Bishop on thinking more thoughtfully about success, in sport and life;  Rob  Hatch on find what works for YOU and doubling down on it; Hasan Kubba on the lean approach to writing a business book;  Dougal Shaw on responding to feedback and changing paths;  David B. Horne on rising to the challenge to 'think bigger';  Michelle Glogovac on the imporatance of asking the questions noone else is asking.  My hope is that when you spot a chance to take a more interesting path this week, you'll find the courage to see where it takes you... 

Stefan Kühl ist Soziologe, Historiker und Professor für Organisationssoziologie an der Universität Bielefeld. Er betreibt Forschung, unter anderem zu dezentralisierten Organisationsformen, sowie Steuerung und Strategie und er ist Autor zahlreicher Bestseller wie ,,Sisyphus im Management" und wissenschaftlicher Papiere wie „Strategy is Structure“. Immer wieder tritt Stefan auch auch in den Medien auf, so wurde er zum Beispiel im Handelsblatt zitiert: „In ein, zwei Jahren wird kaum noch jemand über Purpose sprechen“. Neben alledem arbeitet Stefan Kühl aber auch aktiv als Berater mit Organisationen zusammen, wo er nach wie vor mehr als ein Drittel seiner Zeit investiert. Stefan steht für einen systemischen, wissenschaftlichen Blick auf Organisation und Management, setzt diese Perspektive und die damit verbundenen Werkzeuge aber eben auch intensiv in der Praxis ein. Im Outcome Economy Podcast sprachen Stefan und Johannes über: Was den systemischen Blick auf Organisation ausmacht (10:10) Führung vs. Management (24:45) Strategie und Ziele: Was ist eigentlich Strategie? Wie verteilen Ziele die Beweislast in Unternehmen? (28:30) Führung und Steuerung mit Zielen, sowie die damit einhergehenden Herausforderungen (34:38) Ziele vs. Hypothesen und warum OKRs vielleicht besser OHKRI genannt werden sollten (55:40) Weshalb die besten Führungskräfte auch „Instinkt-Soziologen“ sind (01:02:50) Erwähnte Personen und Quellen in der Folge Herbert A. Simon (verantwortlich für das Konzept der organisatorischen Entscheidungsfindung, wie wir es heute kennen) James G. March (entwickelte Grundlagen der Organisationstheorie und eine „Verhaltenstheorie des Unternehmens“) George T. Dorain („Erfinder“ der SMART Ziele) Stefans Lese- und Hör-Empfehlungen: "Strategy Safari" von Henry Mintzberg "Revision is History" von Malcom Gladwell "Der ganz formale Wahnsinn" von Stefan Kühl "Organisationen: eine sehr kurze Einführung" von Stefan Kühl ⁠Stefan's LinkedIn Profil⁠Stefan's Profil von der Universität Bielefeld⁠ Johannes' LinkedIn Profil

*THIS IS AN ENCORE PRESENTATION FROM 2022*In the first episode of “The Essentials of Management” series, Rachel and Stuart's discussion builds off of the major themes of the book, The First-Time Manager, 7th Edition, by Loren B. Belker, Jim McCormick, and Gary S. Topchik.Key Moments:•   Stuart explains why he has been recommending The First-Time Manager for 20 years •   Rachel discusses how she found the book to be a good “one-stop shop” for managers at all levels of experience•   Rachel and Stuart discuss the notion of “choosing one's management style”   •    They also discuss the fine-line between being transparent and revealing information that a team may not be ready to receive•   The grapevine is real and managers must learn how to tap into it and, prudently, use it•   Stuart once again takes off on a tangent about the importance of empowerment Click Here to Purchase The First-Time Manager Full Listing of the Books included in “The Essentials of Management Series”:The First-Time Manager, 7th Edition, by Loren B. Belker, Jim McCormick, and Gary S. Topchik.Welcome to Management: How to Grow from Top Performer to Excellent Leader, by Ryan HawkWhat Management is:  How it Works and Why it's Everyone's Business, by Joan MagrettaSimply Managing:  What Managers do, and can do Better, by Henry Mintzberg.  The Essential Drucker, by Peter F. Drucker For additional management resources and information, please visit us at:  https://managementworksmedia.com You can email us at:  managementworks@managementworksmedia.com As an Amazon affiliate, Management Works earns from qualifying purchases.Support the Show.Support the Show.

In this episode, Dr. Henry Mintzberg discusses the nuances of effective managerial decision-making, emphasizing the importance of managers being closely connected to the issues at hand and avoiding remote control management. By combining practical experience with analytical skill, Dr. Mintzberg advocates for a balance of art, craft, and science in decision-making.

Henry Mintzberg is quite simply a legend, and my personal business thinking hero. When I was studying his writings for my MBA I could only have dreamed that one day I'd be chatting about writing to him on my podcast - and sometimes when dreams come true, the reality is even better than you dared imagine. Along with the nuances of management theory and social change, he revealed insights into his own remarkable writing process. And these elements aren't as different as you might think: his insistence on the non-linear nature of writing and the importance of 'cherishing anomalies' reflects his disciplined yet emergent and above all human approach to strategy.  Despite the fact that he has so many successful books to his name, Henry Mintzberg is suprisingly wide and creative in his use of other forms of content, such as video, in his mission to make complex ideas accessible. I particularly love the 'Irene question': what can YOU do to drive social change - within your personal life, community, business, government, even on a global scale? It's a profound inquiry that challenges us to consider our own role in shaping a better world. This conversation felt like an uplifting, enlightening, mind-expanding gift: I hope you feel that way too. 

In this episode of "The Lazy CEO Podcast," host Jim Schleckser explores the complex and often misunderstood world of strategic thinking and execution. He begins by highlighting the sobering statistic that over 50% of strategies fail due to poor execution or deployment. Schleckser emphasizes that strategic planning and execution should not be viewed as separate processes but as a unified one, drawing on insights from thinker Henry Mintzberg. Schleckser argues for the effectiveness of small, strategic teams in organizational planning, suggesting that the ideal group size is around 5 to 9 people. He stresses the importance of including team members who are deeply connected to market conditions and internal capabilities rather than just those with high-ranking titles. He advocates for system thinkers who can understand complex interdependencies within the organization and the broader market.

In this episode 91 REBALANCING SOCIETY, Prof. Dr. Henry Mintzberg discusses his book Rebalancing Society, why and how to it, his work and career, what makes him feel alive, and much more.===Photo credits to Lisa Mintzberg===Podcast:YouTube:S2E91 REBALANCING SOCIETY===Website:https://mintzberg.org/https://rebalancingsociety.org===Social Media:X; https://twitter.com/Mintzberg141?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5EauthorYouTube; https://www.youtube.com/channel/UCHw8dpiDBb5DfZbqJ87pJ1Q===theykm.com#theykm #whyknowledgematters #livelearnlove #now #whyknowledgematterswhyknowledgematters.comthe-ykm.com

Dieser Podcast betrachtet das Beispiel des effizienten Orchesters aus Hery Mintzbergs neuem Buch "Understanding Organizations … finally!" aus dem Blickwinkel der Internen Revision. So wie man Organisationen nicht alle über einen Kamm scheren darf, dürfen wir auch nicht alle Prüfungen über einen Kamm scheren. Daher habe ich das Konzept der verschiedenen Prüfungskategorien entwickelt, das Sie sich in Folge #231 anhören können. Doch dieses Beispiel umfasst auch die Haltung, mit der Beobachtungen, Beurteilungen und Bewertungen vorgenommen werden. Daher habe ich folgende Fragen an uns Interne Revisor:innen: - Beobachten wir etwas tatsächlich aus verschiedenen Perspektiven, oder gehen wir mit einem einseitigen Blick in unsere Prüfung? - Meinen wir, etwas zu wissen und gute Ratschläge geben zu können? - Wissen wir es wirklich? - Kennen wir den jeweiligen Kontext? - Bleiben wir neugierig? - Bleiben wir offen für weitere Perspektiven? - Beobachten wir wirklich objektiv? Ich wünsche Ihnen viel Spaß beim Zuhören und erfolgreiche Prüfungsprozesse!

Als ich zur Jahrtausendwende in der Internen Revision begann, bestand die Anforderung, dass alle Prüfungsergebnisse vergleichbar und unabhängig davon, wer prüft, identisch sein müssen. Das Problem dabei ist, dass man die Annahme hatte, dass unsere Prüfungstätigkeit wie in einer Fabrik linear-kausal abgewickelt werden kann. Meine sehr erfahrenen Revisionskollegen fanden das nicht gut, fanden aber keine rationalen Erklärungen für ihr negatives Bauchgefühl. Mit den von mir entwickelten Prüfungskategorien, die ich Ihnen im Podcast #231 vorgestellt habe, kann man die Probleme dieser Annahme auch auf der rationalen Ebene erklären. Viel allgemeiner erklärt es Henry Mintzberg in seinem neuen Buch „Understanding Organizations … finally!“ Ich kann es jedem Revisor und jeder Revisorin nur empfehlen. Denn nur wer Organisationen versteht, kann die Angemessenheit ihrer Governance beurteilen. Folgendes Zitat bringt es auf den Punkt: „Perhaps nothing has broken the spirit of our professional services more than these imposed technocratic fixes.“ Die erfahrenen Prüfer bekamen auf die Nase, wenn sie vom vordefinierten technokratischen linear-kausalen Weg abwichen – auch wenn sie sensationelle Feststellungen hatten. Sie durften ihre Prüfernase nicht mehr zum Einsatz bringen! Sie mussten nach Schema F vorgehen. Nicht in jedem Kontext ist ein linear-kausales Prüfungsvorgehen sinnvoll. In anderen Kontexten muss man anders vorgehen. Dann kann die Prüfernase wieder zum Einsatz kommen! Ich wünsche Ihnen viel Spaß beim Zuhören und erfolgreiche Prüfungsprozesse!

Join Charles and Josh as we discuss graduate degrees and leadership developent. We're both fans of higher education, but they are certainly not the only way to develop leadership skills. We talk about how graduate degrees can complement development as a leader, yet they are not necessarily a shortcut to experience.The inspiration for this episode was the book "Managers not MBAs" by Henry Mintzberg.Our goal is to connect you to leaders and leadership principles from all sectors. We want your feedback! Give us a 5-star review if you like what you hear, and leave a comment. We also want to know what you want to hear about when it comes to leadership! Email us at info@jcleadershipconsulting.com LeaderLink Podcast is an ad-free product of J&C Leadership Consulting LLC, hosted by Charles Heasley and Joshua Conner. LeaderLink Podcast is produced by Charles. The intro and outro music were mixed by Charles using stock Studio One music loops. Equipment and software: RODECaster Pro mixer, MXL 990 condenser microphones, and Presonus Studio One 6 Professional. Note - the intro/outro music on episodes published before season three episode four were excerpts from the Prelude of cello suite #1 by J.S. Bach, arranged and performed by Charles.

In this episode, the iconic and world-renowned management expert Henry Mintzberg shares his wisdom on issues of management, organisations and how society needs rebalancing. More than this, Henry generously reflects on his own working methods and approaches, which gives a fascinating insight into his success.    When asked by Simon how he sees things that others don't see, Henry points to his hero, the boy in the Hans Christian Anderson story who told the truth to the crowd that the emperor was naked. This is Henry's perceptive gift, to see what others don't see, or what they don't want to see.   His first success was the book, 'The Nature of Managerial Work'. Henry observed what 5 CEOs actually did at work. This research found that the widely accepted idea that the manager's role was to plan, organise, coordinate & control, was false. By setting out what they actually did, Henry's observations had a major impact on how we think about management. Henry doesn't think he is particularly creative, nor is he a contrarian as some claim, he believes he is perceptive and reports what he sees. Much of Henry's management education approach places observation at the heart of the work; Henry quotes the baseball coach Yogi Berra, who said, ‘You can observe a lot just by watching'. Alongside his strength of perception, his other self-identified strength is to be able to reframe. He reframed strategy from being an exercise of future planning to learning and emergence, and he reframed management education as social learning.   Henry strongly challenges the MBA as “training the wrong people, in the wrong ways with the wrong consequences”. Henry believes management is a mixture of art, science and craft, and yet the MBA focuses only on the science. Challenged to address this deficit in management education, Henry alongside colleague Jonathan Gosling and others, created the International Masters in Practicing Management (IMPM), which aimed to rethink management training, placing learning from practice, and learning from each other at the heart of this work. Rebalancing society is Henry's latest passion, where he realises that we are stuck on thinking about two sectors, how the private and public work, but a vital third sector sits outside the other two, which he calls the plural sector. This is made up of those organisations, not private, or public i.e. NGOs, foundations, universities, charities, community groups, non-profits, etc. The plural sector is a vital part of society, and we are presently way out of balance. Henry's latest book is titled Understanding Organisations…Finally! This is a deeply insightful podcast that we are sure you will both learn from and enjoy! Short Bio Henry Mintzberg is a writer and educator, mostly about managing originations, developing managers, and rebalancing societies (his current focus). After receiving his doctorate from the MIT Sloan School of Management, he has made his professional home in the Desautels Faculty of Management at McGill University in Montreal, where he sits in the Cleghorn Chair of Management Studies, with extensive stints along the way in England and France. He has authored 21 books which have earned him 21 honorary degrees and an officership in the Order of Canada. He publishes a regular blog, a collection of which was published as Bedtime Stories for Managers. He co-founded the International Masters Program for Managers (impm.org) and the International Masters for Health Leadership (mcgill.ca/imhl) as well as CoachingOurselves.com, all novel initiatives for managers to learn together from their own experience. More of his work can be found on mintzberg.org. Photo credit: Lisa Mintzberg (2019)

Kip Lee is a designer and healthcare executive at University Hospitals Health System in Cleveland, OH. As Vice President of UH Ventures, he manages an innovation portfolio that supports University Hospitals' strategic initiatives and partnerships through product innovation and human-centered design. Outside of work, Kip serves on the editorial board of Design Issues, a design and innovation journal published by MIT Press. He also serves on several nonprofit boards. We talk about systems and design in healthcare.   Listen to learn about: Complex systems Design in healthcare What is the role of management? The COVID-19 pandemic's effect on healthcare innovation The interplay between design and management   Our Guest Kipum (Kip) Lee, PhD is a designer and healthcare executive at University Hospitals Health System in Cleveland, OH. As Vice President of UH Ventures, he manages an innovation portfolio that supports University Hospitals' strategic initiatives and partnerships through product innovation and human-centered design. Outside of work, he serves as an editor of Design Issues, the premier journal on design history, theory, criticism, and practice published by MIT Press, and on several non-profit boards. In addition to playing with his two kids, Kip loves used hardcover books, freshly ground coffee, low-humidity weather, and a good conversation.   Show Highlights [01:26] Kip's journey into design began with a love of drawing and visualization at a very early age. [02:36] Experiencing the New Jersey Governor's School of the Arts during high school. [04:11] Kip talks about cultural expectations and how that affected his choices as he entered university. [05:09] Why Kip chose bioengineering as an undergrad. [06:20] A brief time in architecture as a graduate student. [07:47] Carnegie Mellon's interaction design program. [08:27] Kip's revelation while attending the U.S.'s first ever service design conference. [09:40] The course that made Kip fall in love with learning again. [10:41] How Kip's studies in architecture and bioengineering have come full circle in his current work in healthcare. [13:51] Designing in complex systems. [14:00] Kip uses the military and warfare as another example of a complex system. [15:38] Looking at healthcare as a complex system. [16:54] Kip offers a pre-pandemic example of the challenges that arose in implementing a new technology. [18:26] Difficulties that can arise with terminology and in how language is used. [19:21] Vaccine hesitancy vs. vaccine readiness. [21:48] Complex systems are multidimensional, and aesthetics is often just as important as the technical. [23:02] Kip offers an example using PPE/masks during the pandemic to show why aesthetics matters. [26:06] The complexities involved in shaping and influencing people's behaviors and choices. [31:16] Dawan brings up the idea of shifting management more into performance facilitation rather than control. [32:43] A Miro Moment. [34:01] Kip likes Henry Mintzberg's idea of management as “controlled chaos,” maintaining the balance between exploration, freedom, and a sense of order. [35:43] The need for c-suite execs to stay grounded in the actual front line work of the organization. [36:46] Designers as rebels. [37:05] Kip talks about parallel developments in both design and management. [38:43] What can designers learn from management? [41:33] How the pandemic helped healthcare innovation. [42:55] Good designers and good managers both work to create the environment where healthy and exciting interactions and projects can take place. [44:46] Service design's uniqueness as a discipline. [47:09] The desire to serve is an essential aspect of what it means to be a designer. [47:39] Bruno Latour's benefits of design. [49:03] Many things that are aspects of design are also aspects of management. [51:10] Designers and managers are often doing the same work. [51:37] Dawan talks about shifting from “solutions” to “responses.” [54:28] Systems have histories and memories. [57:14] Kip offers thoughts and advice for others who want to apply their design skills in the healthcare industry. [01:04:15] Kip's last words about the design field as a whole.   Links Kip on Twitter Kip on LinkedIn Kip on Google Scholar Kip on University Hospitals Ventures Kip on ResearchGate TEDx CLE, Master Builders for the 21st Century Critique of Design Thinking in Organizations: Strongholds and Shortcomings of the Making Paradigm Hack from Home | Discovering Problems in Our Dwelling Place: A Design Thinking Approach Architekton Designing for Value in Specialty Referrals: A New Framework for Eliminating Defects and Wicked Problems, by Patrick Runnels, Heather Wobbe, Kipum Lee, Randy Jernejcic, and Peter Pronovost   Book Recommendations Team of Teams: New Rules of Engagement for a Complex World, by General Stanley McChrystal, Tantum Collins, David Silverman, and Chris Fussell The Systems Approach and Its Enemies, by C. West Churchman The Reflective Practitioner: How Professionals Think In Action, by Donald Schön A Cautious Prometheus? A Few Steps Toward a Philosophy of Design (with Special Attention to Peter Sloterdijk), keynote lecture from Bruno Latour   Other Design Thinking 101 Episodes You Might Like Healthcare Innovation + Nursing + Opportunities for Designers — DT101 E109 A Designer's Journey into Designing for Health and Healthcare with Lorna Ross — DT101 E45 Service Design in Healthcare Inside Multiple Business Contexts with Jessica Dugan — DT101 E22  

Kip Lee is a designer and healthcare executive at University Hospitals Health System in Cleveland, OH. As Vice President of UH Ventures, he manages an innovation portfolio that supports University Hospitals' strategic initiatives and partnerships through product innovation and human-centered design. Outside of work, Kip serves on the editorial board of Design Issues, a design and innovation journal published by MIT Press. He also serves on several nonprofit boards. We talk about systems and design in healthcare. Listen to learn about: >> Complex systems >> Design in healthcare >> What is the role of management? >> The COVID-19 pandemic's effect on healthcare innovation >> The interplay between design and management Our Guest Kipum (Kip) Lee, PhD is a designer and healthcare executive at University Hospitals Health System in Cleveland, OH. As Vice President of UH Ventures, he manages an innovation portfolio that supports University Hospitals' strategic initiatives and partnerships through product innovation and human-centered design. Outside of work, he serves as an editor of Design Issues, the premier journal on design history, theory, criticism, and practice published by MIT Press, and on several non-profit boards. In addition to playing with his two kids, Kip loves used hardcover books, freshly ground coffee, low-humidity weather, and a good conversation. Show Highlights [01:26] Kip's journey into design began with a love of drawing and visualization at a very early age. [02:36] Experiencing the New Jersey Governor's School of the Arts during high school. [04:11] Kip talks about cultural expectations and how that affected his choices as he entered university. [05:09] Why Kip chose bioengineering as an undergrad. [06:20] A brief time in architecture as a graduate student. [07:47] Carnegie Mellon's interaction design program. [08:27] Kip's revelation while attending the U.S.'s first ever service design conference. [09:40] The course that made Kip fall in love with learning again. [10:41] How Kip's studies in architecture and bioengineering have come full circle in his current work in healthcare. [13:51] Designing in complex systems. [14:00] Kip uses the military and warfare as another example of a complex system. [15:38] Looking at healthcare as a complex system. [16:54] Kip offers a pre-pandemic example of the challenges that arose in implementing a new technology. [18:26] Difficulties that can arise with terminology and in how language is used. [19:21] Vaccine hesitancy vs. vaccine readiness. [21:48] Complex systems are multidimensional, and aesthetics is often just as important as the technical. [23:02] Kip offers an example using PPE/masks during the pandemic to show why aesthetics matters. [26:06] The complexities involved in shaping and influencing people's behaviors and choices [31:16] Dawan brings up the idea of shifting management more into performance facilitation rather than control. [32:43] A Miro Moment. [34:01] Kip likes Henry Mintzberg's idea of management as “controlled chaos,” maintaining the balance between exploration, freedom, and a sense of order. [35:43] The need for c-suite execs to stay grounded in the actual front line work of the organization. [36:46] Designers as rebels. [37:05] Kip talks about parallel developments in both design and management. [38:43] What can designers learn from management? [41:33] How the pandemic helped healthcare innovation. [42:55] Good designers and good managers both work to create the environment where healthy and exciting interactions and projects can take place. [44:46] Service design's uniqueness as a discipline. [47:09] The desire to serve is an essential aspect of what it means to be a designer. [47:39] Bruno Latour's benefits of design. [49:03] Many things that are aspects of design are also aspects of management. [51:10] Designers and managers are often doing the same work. [51:37] Dawan talks about shifting from “solutions” to “responses.” [54:28] Systems have histories and memories. [57:14] Kip offers thoughts and advice for others who want to apply their design skills in the healthcare industry. [01:04:15] Kip's last words about the design field as a whole. Links Kip on Twitter Kip on LinkedIn Kip on Google Scholar Kip on University Hospitals Ventures Kip on ResearchGate TEDx CLE, Master Builders for the 21st Century Critique of Design Thinking in Organizations: Strongholds and Shortcomings of the Making Paradigm Hack from Home | Discovering Problems in Our Dwelling Place: A Design Thinking Approach Architekton Designing for Value in Specialty Referrals: A New Framework for Eliminating Defects and Wicked Problems, by Patrick Runnels, Heather Wobbe, Kipum Lee, Randy Jernejcic, and Peter Pronovost Book Recommendations Team of Teams: New Rules of Engagement for a Complex World, by General Stanley McChrystal, Tantum Collins, David Silverman, and Chris Fussell The Systems Approach and Its Enemies, by C. West Churchman The Reflective Practitioner: How Professionals Think In Action, by Donald Schön A Cautious Prometheus? A Few Steps Toward a Philosophy of Design (with Special Attention to Peter Sloterdijk), keynote lecture from Bruno Latour Other Design Thinking 101 Episodes You Might Like Healthcare Innovation + Nursing + Opportunities for Designers — DT101 E109 A Designer's Journey into Designing for Health and Healthcare with Lorna Ross — DT101 E45 Service Design in Healthcare Inside Multiple Business Contexts with Jessica Dugan — DT101 E22

Welcome to episode #894 of Six Pixels of Separation - The ThinkersOne Podcast. Here it is: Six Pixels of Separation - The ThinkersOne Podcast - Episode #894. When you live in a city like Montreal, you often get introduced to people who have both "done the work" and are eager to stay connected. A long while back, I had the pleasure of meeting Professor Karl Moore. And, over the years, we have become friends who often run into one another on the streets of Montreal. With a distinguished position at McGill University's Desautels Faculty of Management and over 25 years as a Fellow at the University of Oxford, Dr. Karl Moore is no stranger to the leadership pulse of today's world. His interaction with CEOs and the new-gen leaders, the millennials and Gen Zs, is not just cursory — it's insightful. Karl's exploration into the world of CEOs started with his Ph.D., leading him to study leadership dynamics and strategic evolution. His McGill MBA course, CEO Insights, has become a unique conduit for 31 CEOs to share wisdom each fall, morphing over eight years into the highly-acclaimed The CEO Series on Bell Media's CJAD radio station. These engaging one-on-one interviews with prominent CEOs find their way into Forbes and Les Affaires, magnifying his reach and insight. Having collaborated with the legendary Henry Mintzberg for two decades on various leadership programs and having seasoned his expertise with eleven years at IBM and Hitachi, Karl's journey into academia reflects depth and innovation. His five-year faculty stint at Oxford's Said Business School adds another rich layer to his profile. Karl recently published his tenth book, Ok Boomers - Working with Millennials and Zs - a discerning look into the dynamic between generations in leadership. His subsequent work, We Are All Ambiverts Now, based on over 750 interviews with C-suite executives, promises to continue the conversation. His recent talk at Harvard and annual teaching at Stanford stand as testimonials to his profound impact on business thinking. Karl's nomination for the Thinkers50 Distinguished Achievement Awards in the Leadership Category acknowledges him as a leading thinker in his field. In the panorama of business leadership and academia, Karl stands as a thought leader, bridging generational insights and pioneering change. Let's dig deep into the world of business, our economy and culture. Enjoy the conversation... Running time: 1:00:06. Hello from beautiful Montreal. Subscribe over at Apple Podcasts. Please visit and leave comments on the blog - Six Pixels of Separation. Feel free to connect to me directly on Facebook here: Mitch Joel on Facebook. Check out ThinkersOne. or you can connect on LinkedIn. ...or on Twitter. Here is my conversation with Professor Karl Moore. Ok Boomers - Working with Millennials and Zs. We Are All Ambiverts Now,. The CEO Series. Follow Karl on LinkedIn. Follow Karl on Twitter or X. This week's music: David Usher 'St. Lawrence River'.

Dr. Henry Mintzberg is a writer and educator, mostly about managing originations, developing managers, and rebalancing societies (his current focus). After receiving his doctorate from the MIT Sloan School of Management, he has made his professional home in the Desautels Faculty of Management at McGill University in Montreal, where he sits in the Cleghorn Chair of Management Studies, with extensive stints along the way in England and France. He has authored 21 books, earning him 21 honorary degrees and an offficership in the Order of Canada. He publishes a regular blog, a collection of which was published as Bedtime Stories for Managers. He co-founded the International Masters Program for Managers (impm.org) and the International Masters for Health Leadership (imhl.org) as well as CoachingOurselves.com, all novel initiatives for managers to learn together from their own experience (mintzberg.org).A Quote From this Episode"I'm trying to rebalance society...the world just won't listen. I don't know why."Resources Mentioned in This EpisodeBlog: Henry MintzbergBook: Understanding Organizations, Finally!Book: Bedtime Stories for ManagersWebsite: Rebalancing SocietyThe Declaration of our Interdependence Book: 21 LEssons for the 21st Century by Harari  About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. Plan for ILA's 25th Global Conference in Vancouver, British Columbia, October 12-15, 2023.About The Boler College of Business at John Carroll UniversityBoler offers four MBA programs – 1 Year Flexible, Hybrid, Online, and Professional. Each MBA track offers flexible timelines and various class structure options (online, in-person, hybrid, asynchronous). Boler's tech core and international study tour opportunities set these MBA programs apart. Rankings highlighted in the intro are taken from CEO Magazine.The International Studying Leadership ConferenceISLC at Copenhagen Business School from December 10-12, 2023About  Scott J. AllenWebsiteMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspective. Nothing can replace your reflection, research, and exploration of the topic.

If fewer people are buying and reading books, why should a thought leader write one? Today we delve into the world of authorship and publishing with Henry Mintzberg. Henry is a Cleghorn Professor of Management Studies at McGill University and the author of more than 20 books including Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development and Simply Managing: What Managers Do - and Can Do Better. Our conversation starts by discussing where you find the value in writing a book. Whether it be the intrinsic value of codifying your thought leadership or the extrinsic value of higher engagement and client acquisition. Henry shares with us his compulsion to write books, regardless of if they succeed or not. He discusses how a few newer books have not done as well as expected and how difficult topics like climate change might play a part in those results. When publishing about important, but hard topics that many would rather not think about how do you get your message out?  Henry talks about expanding into new modalities to capture the audience's attention and how hard it is to get uninterrupted attention for your topic.  He explains how interruption is just one of the reasons a book can have a bigger impact than articles, even if the book reaches only a fraction of the audience a short-form piece might. Three Key Takeaways: ·         Reaching ten thousand people with a book can be far more influential than reaching one hundred thousand people with an article. ·         A publication date is not a measurement of value.  Many books continue to be relevant years after their publication. ·         Do what is in your heart.  Don't let anyone talk you into something else because you will end up doing it badly.

Join Scott "Shalom" Klein on his weekly radio show, Get Down To Business with guests: Henry Mintzberg Rocco Carriero Eunicia Peret Penny Tremblay

Henry Mintzberg, who is a Cleghorn Professor of Management Studies at McGill University in Montreal joins Enterprise Radio. The post Understanding the Organizations that Employ Us, Educate Us, Entertain Us, and Exasperate Us appeared first on Enterprise Podcast Network - EPN.

Why do most businesses make their organizations so complex? According to a new study by The Economist Intelligence Unit, 55 percent of all surveyed organizations would call their operational structure very or extremely complicated. Only 1 percent – around three of the 331 executive respondents – believed their business was not complex at all. So why do we do this to ourselves, and is there an easier way to do business? In this episode, we speak with an expert on organizational structures and try to dissect why they are like they are and how we can simplify them.

Why do most businesses make their organizations so complex? According to a new study by The Economist Intelligence Unit, 55 percent of all surveyed organizations would call their operational structure very or extremely complicated. Only 1 percent – around three of the 331 executive respondents – believed their business was not complex at all. So why do we do this to ourselves, and is there an easier way to do business? In this episode, we speak with an expert on organizational structures and try to dissect why they are like they are and how we can simplify them.

You have tiny openings in your mind.When you look through one of those keyholes, you see a world that could easily become real, but only if you keep looking through that keyhole.Look through that keyhole long enough and it will expand into a window, then grow to become a door of opportunity through which you can pass into an entirely different future.Don't look where you don't want to go.If you gaze at dark possibilities, you are headed toward darkness.We do only those things we have rehearsed in our minds.Opportunity never knocks.It smells like jasmine in the air around you.It tickles like a feather in your open mouth.It twinkles like starlight in a midnight sky.It whispers like a girl behind a paper wall.Look only where you want to go.If you stare at goodness, you are headed toward good things.It smells like the sweat of people digging a tunnel through a mountain.It tickles like happy music played by musicians on the other side.It twinkles like the eyes of children having a bright adventure.It whispers like a companion who is urging you forward.As your friend, I have only one question.Where are we going?© Roy H. Williams, 2023Indy's Favorite Meme of the Week: “Drink water. Eat vegetables. Be nice to animals. Exercise regularly. Explore nature. Find a small door under a tree. Open it. Take a look inside. Get pepper sprayed by a tiny elf. Learn a valuable lesson about knocking first.” – Roxi HorrorIndy's Second Favorite Meme: “Novels are so great. Novels are like, ‘I made up a little weirdo. Oh no, now he's in trouble!'” – Gabrielle MossDr. Henry Mintzberg has written more books than the Beatles had #1 records. He is an organization and management rock star. Dr. Mintzberg says many organizations – for-profit and nonprofit – are making a big mistake when they embrace a one-size-fits-all approach to structuring their operations. Listen as Dr. Mintzberg – who has received a whopping 21 honorary degrees – tells roving reporter Rotbart that there are seven different “species” of companies, each requiring an executive playbook as distinct from each other as football is from basketball, and baseball is from hockey. Where can you hear amazing people talk about fascinating stuff like this? MondayMorningRadio.com of course!

Dr. Henry Mintzberg is one of the world's most highly regarded business theorists, having written more books -- 22-- than the Beatles produced #1 hits. He is an organization and management rock star. In his latest book, Understanding Organizations … Finally, Dr. Mintzberg likens running a company or non-profit to coaching a professional sports team: You wouldn't use the same tactics in football as you use in hockey or baseball. Yet many CEOs mistakenly take a one-size-fits-all approach to structuring their operations. After observing and advising organizations for more than five decades, Dr. Mintzberg concludes there are seven “species” of companies and philanthropic groups, each requiring a distinctive playbook. As Dr. Mintzberg explains to host and award-winning author Dean Rotbart, correctly identifying which type of company you own or work for is crucial to its sustainability and profitability.  [To listen to Dr. Mintzberg's January 2019 appearance on Monday Morning Radio, click here.]  Photo: Dr. Henry Mintzberg, Understanding Organizations … FinallyPosted: May 15, 2023Monday Morning Run Time: 48:46Episode: 11.39 RECENT EPISODES: Planning Your Next Live Business Event in the Post-COVID-19 Era The Secret to Becoming an Extraordinary Leader: “Dux te ipsum duc” Sometimes, Ignorance is the Perfect Preparation for Running a Successful Business

The convergence of knowledge management and organizational development with conversational leadership and ‘communityship' As a leader in the convergence of Knowledge Management (KM) and Organization Development (OD), John Hovell is the Managing Director and co-founder of STRATactical. He is a practitioner, speaker, and author of OD/KM strategies and their application to current challenges. More specifically, John is the author of Creating Conversational Leadership: Combining and Expanding Knowledge Management, Organization Development, and Diversity & Inclusion. Lauren met John through one of our podcast's previous guests, Dr. Sharon Varney, as I attended their “Advancing your change and organizational development practice” course. - Welcome, John! KEY resource from this episode: by John Hovell   Books from this episode: , an online book by David Gurteen by Edgar H. Schein and Peter A. Schein by Edgar H. Schein and Peter A. Schein , published by De Gruyter Saur, Edited by Guy St. Clair by Henry Mintzberg by Stephen R. Covey by Dan Millman   Other resources from this episode: by Patricia Shaw by John Hagel by John Hagel by Dr. Mee Yan Cheung-Judge   Where to find John: LinkedIn:   : “Advancing your change and organisational development practice” course

#17: In this episode, Axel chats with Rhiannon White, who's CPO at Clue, a female-founded, female-led period tracking and reproductive health app for women and people with cycles worldwide. We cover the topic of driving product based on business and product outcomes, the importance of having a strong understanding of business model and how to leverage financial understanding to drive decision-making for growth.Rhiannon has a wide range of experience from multiple industries across the globe. After four years working in politics, becoming Director of Communications and Research for former New Zealand Prime Minister John Key, she then went on to work in the media field for companies including the BBC in London and Shazam in Silicon Valley, and more recently was the Chief Product Officer for Vend where she was part of the team that led the exit.Where to find RhiannonLinkedIn: https://www.linkedin.com/in/rhiannon-white-5422a111Where to find AxelLinkedIn: https://www.linkedin.com/in/axelsooriah/About PanashWe provide training and coaching programs to help product professionals unlock their true potential and become high performers.You can learn more about our programs here: https://www.panash.io/Our blog contains articles and free resources on key topics for product managers and leaders.Check it out here: https://collection.panash.io/Referenced in this episodeInspired by Marty Cagan: https://www.svpg.com/books/inspired-how-to-create-tech-products-customers-love-2nd-edition/Atomic Habits by James Clear: https://jamesclear.com/atomic-habitsThe Pyramid Principle by Barbara Minto: https://www.barbaraminto.com/concept.htmlOf Strategies, Deliberate and Emergent by Henry Mintzberg: https://www.jstor.org/stable/2486186McKinsey's Structure Performance Model: https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-scp-framework7 rules of power by Jeffrey Pfeffer: https://jeffreypfeffer.com/Susan Colantuono on Career advice and Leadership: https://www.ted.com/talks/susan_colantuono_the_career_advice_you_probably_didn_t_get/transcriptShow notes and highlights(01:38) Rhiannon's background(05:25) Vend's exit from the perspective of product(07:08) You need to have a BFF in Finance(10:03) How do you evaluate product folks have the right skills(12:22) How does clarity on business outcomes help in solving the right problems(17:43) Do you align...

In this fourth episode of "The Essentials of Management" Review & Riff Series, Rachel and Stuart review and riff off of Henry "The Maverick" Mintzberg's book, Simply Managing:  What Managers do, and can do Better.  Links:Mintzberg's Original Model of Managing (Managerial Roles)Mintzberg's Org Structure TypesFull Listing of the Books included in “The Essentials of Management Series”:The First-Time Manager, 7th Edition, by Loren B. Belker, Jim McCormick, and Gary S. Topchik.Welcome to Management: How to Grow from Top Performer to Excellent Leader, by Ryan HawkWhat Management is:  How it Works and Why it's Everyone's Business, by Joan MagrettaSimply Managing:  What Managers do, and can do Better, by Henry Mintzberg.  The Essential Drucker, by Peter F. Drucker For additional management resources and information, please visit us at:  https://managementworksmedia.com You can email us at:  managementworks@managementworksmedia.com If you would like to help keep our show running through a donation of your choosing, please visit our Patreon page. As an Amazon affiliate, Management Works earns from qualifying purchases.Support the show

In the first episode of “The Essentials of Management” series, Rachel and Stuart's discussion builds off of the major themes of the book, The First-Time Manager, 7th Edition, by Loren B. Belker, Jim McCormick, and Gary S. Topchik.Key Moments:•   Stuart explains why he has been recommending The First-Time Manager for 20 years •   Rachel discusses how she found the book to be a good “one-stop shop” for managers at all levels of experience•   Rachel and Stuart discuss the notion of “choosing one's management style”   •    They also discuss the fine-line between being transparent and revealing information that a team may not be ready to receive•   The grapevine is real and managers must learn how to tap into it and, prudently, use it•   Stuart once again takes off on a tangent about the importance of empowerment Click Here to Purchase The First-Time Manager Full Listing of the Books included in “The Essentials of Management Series”:The First-Time Manager, 7th Edition, by Loren B. Belker, Jim McCormick, and Gary S. Topchik.Welcome to Management: How to Grow from Top Performer to Excellent Leader, by Ryan HawkWhat Management is:  How it Works and Why it's Everyone's Business, by Joan MagrettaSimply Managing:  What Managers do, and can do Better, by Henry Mintzberg.  The Essential Drucker, by Peter F. Drucker For additional management resources and information, please visit us at:  https://managementworksmedia.com You can email us at:  managementworks@managementworksmedia.com If you would like to help keep our show running through a donation of your choosing, please visit our Patreon page. As an Amazon affiliate, Management Works earns from qualifying purchases.Support the show

A New Way to Think Over 300 episodes ago we were joined by Roger L. Martin to talk about ideas from his book The Opposable Mind. In the years since, I have personally benefited from Roger's insights in books such as The Design of Business and Creating Great Choices. Roger joins us again in this episode to talk about his newest book entitled A New Way to Think: Your Guide to Superior Management Effectiveness. If you just glanced at the book, you might think it's only relevant to CEOs and other top leaders. But there are ideas in this book that anyone leading projects and teams would benefit from. In this episode, Roger discusses the value and pitfalls of following popular models. He shares insights on why we need to get closer to the customer and how one of his friends and co-authors did that as CEO of Proctor & Gamble. You'll hear Roger explain why the familiar solution usually trumps the perfect one and why we just might make better decisions if we focus on what must be true instead of what is true. We talk about all that and more--it's a conversation I've been looking forward to sharing with you for many weeks. Learn more about Roger and his books at RogerLMartin.com. For more insights related to this episode, check out: Episode 54 for my previous conversation with Roger about his book The Opposable Mind Episode 47 for my conversation with Henry Mintzberg, the revered and curmudgeonly expert on management Join our Global LEAD52 Community Ready to take your leadership skills to the next level? LEAD52 is your 5-minute weekly pass to leadership intelligence. You get 52 weeks of learning, delivered right to your inbox, taking less than 5 minutes a week. And it's all for free. Join us at https://GetLEAD52.com. Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Leadership   The following music was used for this episode: Music: Hip Hop Flute Chill(loopable} by chilledmusic Free download: https://filmmusic.io/song/8531-hip-hop-flute-chillloopable License (CC BY 4.0): https://filmmusic.io/standard-license Music: Funky Life by WinnieTheMoog Free download: https://filmmusic.io/song/6040-funky-life License (CC BY 4.0): https://filmmusic.io/standard-license

How has management thinking changed in the past 50 years and where might management be headed today? In his research and writing, management scholar Henry Mintzberg covers not only the past 50 years but looks toward the future of managing organizations, developing managers, and rebalancing society, from business to politics to higher education.In a big-picture Delve podcast on crucial management, leadership, and organizational issues, Desautels Professor and preeminent management scholar Henry Mintzberg talks with Desautels Professor and Delve Editor-in-Chief Saku Mantere. Their conversation launches the fourth season of the Delve podcast, dedicated to thought leadership and critical thinking in management research at the McGill Desautels Faculty of Management.Mintzberg changed the management landscape with his concepts of strategies being something that people did together in organizations, that strategies could emerge from collective learning rather than be prescribed as formal models, explains Mantere, whose own work focuses on strategic organizations and change.“Strategies are learned: you try things, you do different things, you hit something, you discover something you didn't expect,” says Mintzberg. In recent years, Mintzberg has expanded his research to explore broader, timely, and pressing societal questions that tackle climate change, education, political divides, and social inequities. As Mantere explains in his introduction to the podcast, Mintzberg's research showed that strategy emerges not only within organizations but between organizations of very different kinds—NGOs, firms, policy organizations, governments—all these have to come together if we think about these grand challenges of society.Read more on Delve and read the transcript. Delve is the official thought leadership platform of McGill University's Desautels Faculty of Management. Delve's Managing Editor, Robyn Fadden, is the host for this episode. You can find out more about Delve at delve.mcgill.ca. Subscribe to the Delve McGill podcast on all major podcast platforms, including Apple podcasts and Spotify, and follow DelveMcGill on: LinkedIn, Facebook, Twitter, Instagram, and YouTube. Hosted on Acast. See acast.com/privacy for more information.

Henry Mintzberg is a writer and educator, mostly about managing originations, developing managers, and rebalancing societies but he is also an outdoorsman and collector of beaver sculptures. He has authored 20 books, including Managers not MBAs, Simply Managing, and Rebalancing Society. He has been elected to the Order of Canada and l'Ordre national du Quebec as well as to the Royal Society of Canada and has received twenty-one honorary degrees from universities around the world. He's also a Hall of Fame member on the Thinkers50. Henry sits down with Dan Pontefract to discuss an array of topics including Russia, Putin, Ukraine, Shareholder Primacy, communityship, the Business Roundtable, and measurement. The insights are overflowing.

Dr. Henry Mintzberg is a name known to many. He's a writer and educator - most of his work focuses on managing originations, developing managers, and rebalancing societies (which is where his attention is currently focused). After receiving his bachelor's degree in Mechanical Engineering from McGill University in Montreal (1961), working in Operational Research for the Canadian National Railways (1961-1963), and doing his masters and Ph.D. at the MIT Sloan School of Management (1965 and 1968), He made his professional home at McGill. He's had extensive visiting professorships at INSEAD in France and the London Business School in England.He's authored 20 books, including Managers not MBAs, Simply Managing, Rebalancing Society, and Managing the Myths of Health Care. He also authored 180 articles plus numerous commentaries and videos. He publishes a regular TWOG (TWeet 2 blOG), as “provocative fun in a page or 2 beyond pithy pronouncements in a line or 2” (@mintzberg141 to mintzberg.org/blog). A collection has recently been published under the title Bedtime Stories for Managers, and following that will be Understanding Organizations...Finally (a revision of his book Structure in Fives).He's also an outdoorsman and collector of beaver sculptures.A Few Quotes From This Episode"There are 23 countries that are now full democracies. With a couple of exceptions, I think most of those are models of balance, particularly the Scandinavian countries (Denmark, Sweden), New Zealand...Canada's number five, which is the first middle-sized country...most of them are tiny...you could say that The Economist is claiming that about 175 countries in the world are not balanced in all kinds of ways.""The question I keep asking myself is 'what's dumbing us down?'"Resources Mentioned In This EpisodeWebsite: Rebalancing SocietySeven Basic PointsThe Declaration of out Interdependence Donald Trump is not the problem - five-part essay on the roots of the imbalanceArticle: The Economist - Global Democracy Has a Very Bad YearBook: Sapiens by Harari Book: 21 LEssons for the 21st Century by Harari Podcast: Interview with Robert KeganAbout The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals with a keen interest in the study, practice, and teaching of leadership. Plan now for ILA's 24th Global Conference Online October 6 & 7, 2022, and/or Onsite in Washington, D.C., October 13-16, 2022.Connect with Scott AllenWebsite      

Henry Mintzberg is a writer and educator, mostly about managing organizations, developing managers, and rebalancing societies (his current focus). He holds the Cleghorn Chair of Management Studies at the Desautels Faculty of Management, McGill University, in Montreal, and has authored 20 books, which have earned him 21 honorary degrees. He co-founded international masters programs for managers (impm.org for business and imhl.org for health care), as well as CoachingOurselves.com, all novel initiatives for managers to learn together from their own experience. mintzberg.org    www.rebalancingsociety.org

Unser heutiger Gast hat Ökonomie an der Universität in Amsterdam studiert und 1968 seinen MBA an der Harvard Business School und im Anschluß daran auch dort sein PHD Studium begonnen. Nach einer kurzen Zeit als Assistenzprofessor an der Business School Insead in Frankreich folgte er 1975 dem Ruf des legendären Henry Mintzberg an die McGill University in Montreal. Parallel dazu - und das fasziniert uns wirklich - machte er eine psychoanalytische Ausbildung am Canadian Psychoanalytic Institute. 1984 kehrte er zurück nach Europa auf einen Lehrstuhl für "Leadership Development" an der Business School Insead. Dort ist er seit 1985 “Distinguished Clinical Professor of Leadership Development and Organizational Change”. Für seine Arbeit wurde erhielt er zahlreiche Auszeichnungen, wie z.B. den deutschen “Life Achievement Award der Weiterbildungsbranche” Das Manager Magazin veröffentlichte im letzten Jahr einen Artikel über seine Arbeit. Der Titel: Analytiker der Manager Seele. Seit mehr als 4 Jahren sind wir auf dem "Weg zur neuen Arbeit". Wie kann ein Thema, das in unserem Alltag eine so wichtige Rolle spielt, wieder mehr Sinn in unserem Leben schaffen? Wie schaffen wir es, dass Menschen wieder Kraft und Motivation aus ihrer täglichen Arbeit schöpfen? Und wie kann es gelingen, auch in solch schwierigen Zeiten ein sinnerfülltes, glückliches, gesundes, produktives und erfülltes Leben zu führen? Wir sind auf der Suche nach Methoden, Vorbildern, Erfahrungen, Werkzeugen und Ideen, die uns dem Kern von New Work näher bringen! Es geht uns immer um die Frage, ob jeder Mensch wirklich das finden und leben kann, was er im Innersten wirklich will. Ihr seid bei "Auf dem Weg zur Neuen Arbeit", heute mit Manfred Kets de Vries

Karl Moore chats with Professor Henry Mintzberg, one of the leaders in management strategy today.

“Management is, above all, a practice where art, science, and craft meet.” – Henry Mintzberg, Cleghorn Professor of Management Studies  Welcome to Episode 31: How Many Hats Are You Wearing?Living in entrepreneur-land is sometimes all about how many things you can do on your own without a team or a sidekick. Sometimes we just want to do things ourselves because we feel it will save us time and money. But in that same breathe, sometimes wearing too many hats just makes things worse …!The term project management used to have me shaking in my shoes! I am the type of person who sometimes takes on one too many projects at a time because I have so many goals to fulfill my bigger picture. But then one day I sat down to sort out of brain onto one of my trusty to-do lists and realized it's not about how many projects I have on my plate to complete, whether short or long-term, but HOW I plan to attack them all. Here's what we will be untangling in this episode ...How to maximize your own strengthsHow project management is a state of mind, not just a job title4 basic stages of managing your projects6 rules of thumb to adjusting your current processes Are you ready?Pop in your awesome earbuds and let's dive in!

Generating an RFP response is about WAY more than simply answering the questions provided. If you want to win business, the first step is to think through a proposal strategy with your team. But what is the most effective approach to creating an RFP strategy? And how do you define your unique competitive advantage? Ajay Patel is the President and CEO of SMA, a management consulting firm that helps companies compete to win business. Ajay has a demonstrated history in the space, developing expertise in business development, entrepreneurship, and strategic partnerships. He earned his MBA in Strategy and Finance from USC's Marshall School of Business and his BA in Physics from Johns Hopkins. On this episode, Ajay joins us to share his definition of strategy in terms of the choices you make that differentiate you in the market. He walks us through the three traditional approaches to proposal strategy, offering insight around SMA's alternative, analytic approach built on ‘making the black box more transparent.' Listen in to understand how dynamic tension among key players is good for the proposal development process and learn the 21st century sources of competitive advantage that can help your team win more business! Key Takeaways Ajay's journey from aerospace engineering to RFP strategy How Ajay defines strategy in terms of the choices you make The three traditional approaches to proposal strategy Socratic Gaming (black hat) Delphic The limitations around traditional approaches to strategy SMA's alternative, analytic approach built on transparency Who should be involved in developing proposal strategy Why dynamic tension is good for the proposal process The 20th century sources of competitive advantage in RFPs Extractive Protective Ajay's view of 21st century sources of competitive advantage Allocative (match competencies to customer needs) Creative (provide customer new sources of value) Connect with Ajay SMA SMA on Facebook SMA on LinkedIn SMA on Twitter SMA on Vimeo SMA on Instagram Ajay on LinkedIn Ajay on Twitter Connect with Lisa The RFP Success Community on LinkedIn Lisa's Website Lisa on Twitter Lisa on Facebook Lisa on LinkedIn Subscribe on iTunes Email lisa@lisarehurek.com Resources APMP Strategy Safari: A Guided Tour Through the Wilds of Strategic Management by Henry Mintzberg, Joseph Lampel and Bruce Ahlstrand Strategy: A History by Lawrence Freedman Good Strategy Bad Strategy: The Difference and Why It Matters by Richard Rumelt Competitive Strategy: Techniques for Analyzing Industries and Competitors by Michael E. Porter Books by Alfred D. Chandler Jr. Color Teams on The RFP Success Show EP054 The RFP Success Book by Lisa Rehurek