In here, the importance of Mission and Vision is established: Fundamental to the long-term success of an organization is a clear definition and understanding of what the organization stands for and why it exists
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The Role of Hybrid Organizations in Scaling Social Innovations in Bottom‐of‐the‐Pyramid Markets Jarrod P
Boosting Organizational Value via Portfolio Management PDMA Minnesota | April 20, 2022 Description Pressure remains on organizational executives and other leaders to deliver greater value and returns to their shareholders and stakeholders. Without a value driven framework, organizations will become lethargic and potentially oblivious to changes in environments that can cause significant disruption to the organizations performance
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Making Our Way into Organizational Sustainability Christina Mondor (EvolveEA), Aurora Sherrard (Green Buiding Alliance), Georgia Berner (Berner International Corp.) and William Deuschle (TRACO) Originally presented: June 2, 2011 Watch time: 24 minutes Access the Webcast How to make products green has become a prevalent topic of conversation among product developers, but developing an effective strategy involves a revamp of people, process and place
Toward a Contingent Model of Mirroring Between Product and Organization: A Knowledge Management Perspective Ezekiel Leo Originally published: October 28, 2019 (PDMA JPIM • Vol. 37, Issue 1 • January 2020) Read time: 1 hour, 10 minutes Access the Full Article Much of the contemporary modularity literature subscribes to the idea that increased product modularity is associated with advantageous increase in organizational modularity. Known as the “mirroring hypothesis,” this proposed relationship states that the structure of a product development organization and the architecture of the product being developed would “mirror” each other. This correspondence suggests that product modularity can be a substitute for overt organizational coordination mechanisms, thereby increasing the efficiency of product development
Product Management and the Art of the 1x1: Maximizing Organizational Impact PDMA St...But there’s one specific meeting you should be having more of if you’re looking to level up within your organization. Spoiler alert: it’s the 1x1!
Tackling pandemic-related health grand challenges: The role of organizational ambidexterity, social equality, and innovation performance Michael Christofi, Ioanna Stylianou, Elias Hadjielias, Alfredo De Massis, Minas N
Accelerating Innovation and Protecting Organizations: Pluralism in the COVID-19 Age José Antonio Rosa Originally published: May 5, 2021 Read time: 15 minutes Access the Full Article Among logicians, pluralism is the view that under certain circumstances, such as when contending opinions over priorities and time horizons are present, there may be more than one correct logic to set what is most important (Beall & Restall, 2000 ). Organizational responses to complex social problems such as the COVID-19 pandemic and climate change qualify as such circumstances. On the one hand there are expectations, if not outright demands, from customers and other stakeholders for expedient and directed action by organizations. On the other hand, are the human and social system complexities and frailties that the circumstances bring to light. In a now classic paper, Weick (1984 ) pointed out that individuals and organizations are not well-equipped by evolution to address massive social problems, and he recommends that problem-solving approaches be sensitive to human limitations. Crises like the COVID-19 pandemic highlight the need for a more nuanced understanding of what organizations can do, and bring to light research opportunities to help address the seemingly ever-rising demands that externalities and stakeholders can place on organizations