Like many frequent flyers, I have a fascination with airplanes—with their design, their engineering and their history. While reading Joe Sutter‘s wonderful 747: Creating the World’s First Jumbo Jet and Other Adventures from a Life in Aviation, I found an unexpected lesson about managing for innovation.
“Our people make us special.” We’ve all heard this many times, and it’s a sentiment that pushes organizations to concentrate on bringing in the right kind of talent. But is it true? Maybe instead we should focus on creating the right kinds of processes and structures to get the most out of whomever we hire.
Italy in the spring. Yeah, I can do that.
I’m in Milan as I write this, flown in to speak at the Positive Business Forum. But as beautiful as the surroundings are, a small part of me can’t help but wonder: Are the Italians so desperate that they want to put “positive” and “business” together in some ploy to stimulate their anemic economy?
I recently spoke at ING Group’s Sustainability Summit, held at the company’s headquarters in Amsterdam. I’m sure that some of you are now rolling your eyes, given the degree to which “sustainability” has become an overused—and impotent—term in business.
The dreaded annual performance review. Managers avoid them, and employees stress about them. In a world of rapid feedback on projects and celebration of successes, are annual reviews still necessary?
Yes, they are. Annual reviews, like New Year’s Eve, present a chance to look backward on successes and failures, but also look forward to new growth.