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This web archive houses articles featured since Summer 2013, when our site launched on its new web platform. However, Peak Development's archive of articles goes back at least 5 years, and in some cases further. If you are unable to find what you're looking for in this archive, feel free to contact us, and we may be able to assist.
“Once the initiative is completed and the bonus cashed, a question always arises: will behaviors and business practices stick around, or will people drift back to their old ways of working?” In a recent study from Harvard Business Review, Susanna Gallani shows how peer pressure goes further than money.
Strategy+Business examines one hospital’s dramatic turnaround, which offers lessons for any leader seeking to overcome chronic underperformance. While talk of transformation often revolves around technology or new business models, this one put people at its core, including a CEO who held himself to the same aspirations and high standards he applied to the organization.
“In today’s ever-changing and more complex business environment, giving a broader range of people more power to drive organizational change is tantamount to success.” Says author Brent Gleeson, “Inspiring the team is one thing, but physically and psychologically giving them more autonomy to participate in the transformation process is critical.”
“We live in an age of abundant opportunity for learning and development,” writes John Coleman in Harvard Business Review. “Capturing that opportunity — maintaining our curiosity and intellectual humility — can be one of life’s most rewarding pursuits.”
“Organizational change is not something that can be outsourced to human resources,” write Brent Gleeson in Inc. “Should HR be involved as a guiding light supporting the people and culture? Absolutely. But senior leaders have to be present and actively involved. Providing real leadership. Communicating the vision. Behaving in a manner consistent with that vision.”
“Designing your optimal organization takes hard work, sacrifice, and significant trade-offs,” writes Ron Carucci in Harvard Business Review. “But thoughtful design work pays great dividends and helps avoid the painful statistic of a failed reorg.”
Transformational conversations—where participants are able to move past difficult cirumstances and a history of mistrust, to arrive at outcomes they never thought possible—aren’t easy, but they are possible. According to William Isaacs, “With the right attitudes, atmosphere, and skills, you can create them time after time.”