By Evan Smith

How do you avoid becoming a Brilliant Jerk? Read this article to learn practical tips on communication, honesty and psychological safety.

By Michael Göthe

We talked to John Cutler, one of our master class teachers in this year's leading complexity program. John has a background in product management and UX, and is a Senior Director of Product Enablement…

By Joost Minnaar
“We are too small.”
“We are too big.”
“We are in retail.”
“We are in health care.”
“We are a non-profit.”
“We are in highly regulated industry.”

In short, “We are special.”

By Martin Reeves, Mihnea Moldoveanu, and Adam Job

In highly ambiguous and challenging contexts, a random approach to decision-making confers a number of advantages. Operations managers have been using randomized decision-making since World War II (randomized search was used to locate enemy submarines in the open ocean), but it has not yet been seriously applied to strategic decision-making, which remains focused on hypothesis formulation and testing. In this article the authors explain the strategic benefits of randomized decision making.

By Gary Hamel and Michele Zanini

"Getting Rid of Stupid Stuff" in health care.

By Frances X. Frei and Anne Morriss

In their new book, Move Fast and Fix Things, Frances Frei and Anne Morriss outline five strategies to help leaders tackle their hardest problems and quickly make change. The first step is to identify the real problem you need to solve. Often that’s not clear to everyone – because people have developed a number of effective ways to tolerate the problem instead of fix it.

By Wei Zheng, Jennifer Kim, Ronit Kark, and Lisa Mascolo

Leaders play a critical role in fostering inclusivity within their organizations. They account for a difference of up to 70 percentage points in employees’ experience of belongingness and psychological safety, and inclusive leaders see a 17% increase in team performance, a 20% increase in decision-making quality, and a 29% increase in team collaboration. Inclusive leaders also cut down employee attrition risk.

By Andrea Saez

This is the story of a team who believed that because they had gone through an arduous exercise of outlining Jobs-to-be-Done, they didn’t…

Mathias Holmgren

This post is part of a blog series where we answer real common questions in organizations that we have come in contact with and want to transition to an empowered product teams model.

By Dan Abel

You start to build something new, and it feels great Perhaps you know the feeling? A team begins to build a new product. The technology stack is selected, and coding begins. You set up spaces where you will code and ship into.

By Katherine Wastell

It's really important to share appreciation. With other people and yourself. Your mindset changes. When you change your mindset to look for the good instead of the bad in the people around you, you begin to notice just how fantastic they are. Your mood improves. Our mood and daily outlooks cha

By Johanna Rothman

For years, I've advocated relatively small teams. Why? Small teams can more easily learn—faster and together. All because they have fewer communication paths. I was only partially right. Smaller teams tend to have lower WIP (Work in Progress). Even if a 5 to 7-person team falls into the Everyone Starts Their Own Story trap (see … Want Better and Faster Results? Increase Team Size and Reduce WIP

By Emily Webber

This post isn’t about knitting, though; it is about learning, and I am going to tell you what learning how to knit taught me about learning.