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
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!
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
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