The concept of cooperation amongst humans is not new. We have had to learn how to best coordinate and work together for millennia, and have succeeded—we have pulled off phenomenal large-scale endeavours, succeeded in designing and building complex physical structures such as the Great Pyramids, the Acropolis, or the viaducts of Rome, undertaken the massive command and control operations involved in warfare, the list goes on. But, it is one thing to commandeer armies and build structures, it is another thing to engage in purely intellectual collaboration that nevertheless demonstrably works—or does not. That is the kind of challenge many leaders face today in terms of large-scale software development and implementation.
Creating pure ideas and turning them into code to invisibly run thousands or millions of interlocking instructions is an altogether different kind of human endeavour that has only been on our radar, let alone feasible, within the last fifty years. It understandably requires a different approach to leadership; another kind of discipline for leaders. In part, it is the intangibility of the objective that poses a challenge—get a hundred or more people to assemble complex ideas into an invisible machine that enables transactions, controls operations, and makes decisions. But that is where we are. And the key is how we lead these efforts.
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Denne historien er fra December 2019-utgaven av Indian Management.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
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Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.