Studies show how firms that prioritize customers while using autonomous networks systematically outperform hierarchies of authority that prioritize short-term profits.| Steve Denning
It’s Not Just What Nadella Did After He Became CEO: Here's How Innovators In The Middle Laid The Foundation And Paved The Way For The Triumph Of Microsoft's Renascence| Forbes
The killer insight: value-creating enterprises not only satisfy customers: they make much more money than firms focused on making money.| Steve Denning
The obsolescence of managers is less about the personal characteristics of individual managers and more to do with the obsolete state of the organizations they work for.| Steve Denning
It May Come As A Shock To Millions Of Managers That The New Language Of Business Barely Includes The Job Title Of “Manager”: Solution: Become A Customer Missionary!| Steve Denning
The enterprise focus of MSFT's communication tool Teams raises questions whether implementation of its AI vision will enable individuals, not just enterprises| Forbes
The Real Reason For The Failure Of The Massive Effort To Enhance Psychological Safety Is That Managers Are Trying To Solve The Wrong Problem| Steve Denning
It’s Not Rocket Science That Is Making Millions Of Managers Obsolete. Or Even AI. Traditional Managers Have Simply Got The Wrong Goal| Steve Denning
The ten basic truths of the value-creating enterprise have transformed the practice of traditional management into the discipline of value creation. Here are seven reasons why.| Forbes
Traditional management no longer works. Managers are at risk. They can prepare for these changes by mastering the ten basic truths of the value creating enterprise| Steve Denning
Despite dire newspaper headlines, never before has so much new value been created for so many, all around the world. So why are most firms not yet embracing the change?| Forbes
A new era of value creation has emerged in some of the fastest growing enterprises of all sizes and is transforming the world economy| Forbes
A paradigm shift in management has transformed the way firms are run, upending a century-long focus on short-term profits and so-called scientific management| Forbes
Achieving network effects requires a radically different kind of management in which meaning for customers is imbued in everything the firm does| Forbes
Networks require hierarchy to (1) create them; (2) establish their rules; (3) maintain and support them; and (4) align the rest of the organization with their autonomy.| Forbes
Why dynamic networks of competence are replacing mechanistic hierarchies of authority with a passion for value creation and sustained innovation| Forbes
Firms run as networks of competence tend to grow faster and have higher staff engagement then firms run as hierarchies of authority| Forbes
Unleashing Deep Purpose: Tesla's Integration Of Mission, Goal, And Workplace, Has Solidified Its Position As Auto Industry Leader And As The Creator Of A New Pattern Of Management| Forbes
How The Lack Of An Agreed Definition Of ‘Management’ Has Turned the Discipline Of Management Into A Tower Of Babel| Forbes
The Reasons Why The ‘How’ Of Management Has Been Upended By The Right Hemisphere Of The Brain| Forbes
Despite The Apparent Setbacks Of Some Agile Methodologies, Agile Mindsets And Principles Are Helping Generate Trillions Of Dollars In Customer Value| Forbes
Surprise! The Most Valuable Firms In The World Are Agile!| Forbes
