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Scoop.it!
We are witnessing an evolutionary step change in how we operate and organize: a shift from linear, mechanistic, control-based modes of operating toward living, emergent, self-organizing, life-affirming organizations. This shift is the greatest challenge facing leaders, managers and change agents today, according to Peter Senge; a shift in human consciousness, according to Ken Wilber. 
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Scoop.it!
Half Brazilian, half Austrian, Ricardo Semler runs one of the strangest companies in the world – though perhaps “runs” is the wrong verb. He recently held a party to celebrate 10 years of not making any decisions.
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Scoop.it!
Almost 25 years ago in the pages of HBR, C.K. Prahalad and I urged managers to think in a different way about the building blocks of competitive success. We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. By building and nurturing deep, hard-to-replicate skills, an organization could fatten margins and fuel growth. While I still believe that distinctive capabilities are essential to distinctive performance, I have increasingly come to believe (as I argued in an earlier post) that even the most competent organizations also suffer from a clutch of core incompetencies. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be.
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