Once again, the Pentagon has reorganized. Motivated by a concern about how emerging technologies will impact the future of war, the department has aligned its leadership structure to put particular focus on quantum science, hypersonics, artificial intelligence, and directed energy. It’s a change that organizes and assigns specific responsibilities to two relatively new offices within the Department of Defense (DoD) – the offices of the Undersecretary of Defense for Acquisition and Sustainment and the Undersecretary of Defense for Research and Engineering (USD R&E).
Posted by Deb Westphal
Jul 25, 2018 9:20:00 AM
Posted by Nina Martire
Jul 3, 2018 12:15:00 PM
Change is hard. We all know this. Leading through change is even harder. Read Simon Sinek, Kotter, or Toffler, and you’ll see that people spend years seeking to understand and prepare for change and lead others through it to a successful outcome.
To ensure a successful transformation to a Market Intelligence 3.0 capability, it is important to establish a governance organization to create a business case, develop a roadmap, design associated communication and coaching programs to manage the change across the enterprise, and position a capability that serves as a source of information and insight for leaders across the organization.
Posted by Phil Cunningham
Feb 21, 2018 11:45:00 AM
Take this short quiz. When you finish, consider this – if you knew the answers, when was the last time that knowledge increased your output at work or earned you a raise?
Posted by Jasmine Niernberger
Feb 15, 2018 10:55:00 AM
Toffler Associates recently conducted a study that surveyed global executives and found six major forces that are influencing industry's future operating environment. They provide insight into what is causing change in your environment, for your organization, and what your organization needs to understand and plan for. The factoid examples represent developments that will impact and shape the future we will come to know.
The organizational structure that characterizes most modern government agencies and many commercial environments was built as an early 20th Century Industrial Era paradigm. Hierarchical, efficient and mechanized; this structure was designed less for creative problem solving and innovation, and more for rapid mass production. The historical context in which this model emerged demanded quantity, standardization and price minimization. Low cost, mass-produced goods propelled the consumer economy. Major global events like WWII required the rapid, consistent, and widespread mobilization of funds, people, natural resources, and military equipment.
Posted by Toffler Associates
Jun 22, 2016 9:00:00 AM
In the first installment of this two-part series on the evolution and benefits of horizontal (flat) organizations, we looked at the transition from laddered Industrial Era structures to agile and collaborative, Knowledge Age organizational models. We considered the factors that should guide the development of a pure or hybrid flat model, including innovation objectives, culture, legacy, and mission.
With that in mind, the next step is to dissect the flat organizational model to explain the concepts that underlie its success. The information should inform your considerations as you run scenarios and work to tailor the most appropriate version of the horizontal model for your current and future organization.
Markets and people are more interconnected, global competition is more intense, demographics have shifted, and we have a whole new set of communication tools. Businesses and government entities are facing the challenge and opportunity of information overload. In this Knowledge Age, we’re seeing growing evidence that a horizontal (flat) organization is more appropriate.
Conventional Second Wave wisdom posited that senior executives led most effectively by managing vertically. Particularly during times like the Industrial Era, vertical organizations did offer real advantages. They are structured for clearly defined lines of authority. That hierarchy produces a tight span of control that can elevate task-oriented productivity.
Posted by Nina Martire
Apr 20, 2016 9:52:42 AM
Today, the pace at which organizations can gather, process, protect, and disseminate data and knowledge can be their greatest indicator of longevity.
For decades, organizations have talked about and understood collaboration as an internal function or a partnering strategy. But that approach is insular in an age where sustaining the health of the organization requires looking outside itself for a deeper, more personal level of knowledge about and connection with the customer. Collaboration is now a platform built on three core legs – internal teams, partner organizations, and customers.
The turn of the year has us all doing a performance analysis. As a leader, how and where did we thrive in the last year? What needs to improve? What competitive strengths did we sustain or build, and (so importantly) what needs to happen to reach the next set of growth objectives?