Articles are listed in reverse chronological order, with the most recent article on top. Or, to find a specific article or publication, use the search function in the upper right of any page.
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.
“Are you really motivated to change or are you motivated to adapt or improve?” asks Brad Wolff on TLNT. Interesting thoughts on why we should consider removing the word “change” from the organizational lexicon.
“The common perception is that strategy is done at the top of the org chart, and execution is done below,” says Roger L. Martin in Harvard Business Review. “It is exactly the opposite.”
According to HBR’s Martin Reeves, “Execution should be as varied, as thoughtful, as subtle, as diverse and as intertwined with strategy as is necessary to get the job done, and that will vary according to the specific challenge at hand.”
“Before worrying about how to change, executive teams need to figure out what to change—in particular, what to change first…When companies don’t choose their transformation battles wisely, their efforts have a negative effect on performance.” Harvard Business Review asks “How can leaders decide which changes to prioritize at the moment?”
“Developing and issuing one-size-fits-all recommendations not only no longer works — it also cultivates the wrong mind-set,” writes Tom Puthiyamadam in Strategy+Business. “Here’s why. We are always looking for ways to streamline processes and optimize efficiency. And outlining “best practices” is a faster, easier, and efficient way to drive enhanced performance. Oftentimes, this works for clients — in the short term. However, showing up with probing questions that challenge the client and his or her entrenched beliefs is far more productive and likely to provide more powerful results in the long term.”
“Change management is having its moment,” writes Robert H. Schaffer in Harvard Business Review. “There’s no shortage of articles, books, and talks on the subject. But many of these indicate that change management is some occult subspecialty of management, something that’s distinct from ‘managing’ itself. This is curious given that, when you think about it, all management is the management of change.”
“Focusing isn’t simply about avoiding the temptation to multitask until a priority project is complete. Instead, it means truly understanding what you want to accomplish, and centering your activities entirely around that.” Fast Company talks with Facebook’s VP of Product Fidji Simo about how she keeps herself and her team so focused.