Thought Leadership
Leading insights to fast-track your
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Begin your organizational culture transformation with insight from Denison.
100 Actions: What Organizations Do To Build a High Performance Culture
In this transform, gain access to 100 different actions from over 100 organizations that our research and practice has shown can elevate performance, and improve the level of clarity and alignment in organizations regarding what they do, why they do it, and how they do it. Take your first action by reading this transform.
Leading Culture Change in Global OrganizationsRead the insights of Dan Denison and his co-authors, Robert Hooijberg, Nancy Lane and Colleen Lief, in their book Leading Culture Change in Global Organizations.
A few of the principles that OD professionals live by and the challenges they present.
Creating an Innovation Ecosystem: Lessons from HaierWe studied Haier’s innovation systems and network of micro-enterprises to identify cultural characteristics that were linked to success.
We explored methods of integrating leadership and organizational development activities so that they are complementary.
We researched best practices for organizations and individuals to prioritize their ever-evolving work demands in this new virtual environment.
These three areas of focus can help organizations strive for improvement and provide their employees with the support that they need.
We identified five major themes for action to serve as an example for how organizations can respond to Covid-19.
Organizations across the globe have been forced to change the way they operate, especially when it comes to virtual coordination, communication, and teamwork.
Pulse and annual surveys are different and meet different needs. The two tools used together have the potential to create a culture that delivers sustainable performance and engage employees to answer burning questions in real time.
Denison Consulting took a deep dive into the data captured through their recent Resilience Campaign.
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As the world of work has been disrupted like never before, many of our colleagues have stepped forward to do research on how companies are adapting to the COVID-19 Pandemic.
A viral pandemic forces us to consider how organizational culture can facilitate telework, and how telework can nudge culture, all while employees are enabled to take care of themselves and their loved ones.
Perhaps there is no business situation that epitomizes the saying that “culture eats strategy” more than mergers and acquisitions.
As the awareness of the impact of culture has grown, so too has the recognition that leaders are not just influential or even responsible for culture—today they are accountable for culture.
How does that change our perspective on the relationship between leadership, culture, and strategy?
What can the University of Michigan’s Cardiology Fellowship training program teach companies like Uber, Lyft, and Airbnb? A lot, as it turns out!
Are financial scandals about individual bad apples, or a bad “orchard”—the system that produced the bad apples?
We’ve all heard that when it comes to decision making, we should check our emotions at the door. But is this a realistic strategy?
As a retailer, you want your customers to have the same experience no matter how they engage with your organization—whether it’s online or in the store. This is what omnichannel is all about.
Discover what happens if boards fail to recognize that their mission cannot be fulfilled without intentionality around the culture and character of the organization.
The focus on building a “high performance culture” is increasing at many companies, but the need for building trust through collective leadership is equally important.
Many organizations struggle to find balance in their decision-making process. It’s clear that no one method of decision-making can suit every occasion. What is not so clear is how to choose which method to use, and when.
The question being raised is whether hiring for culture fit and assessing fit as part of an individual’s ‘performance’ is a legitimate qualification for hiring and continued employment.
Culture impacts financial performance, innovation, quality and many other key business indicators. It deserves the utmost attention.
Attraction and retention of talent is critical to the success of every organization. That’s a given. But that doesn’t just mean finding and keeping talented people.
For this part-2 article, I sat down with three of the Fellows who have been involved in the culture initiative from the beginning to better understand how they got involved and what the work has meant to them.
Coaching & the Culture-Fit ModelYou have been asked to coach a leader who epitomizes integrity and commitment, but whose blind spots and lack of skills are hurting rather than advancing his organization’s goals.
As a leader, which is more important to you? That your organization is performing the way it needs to in order to meet your business objectives? Or that your employees are well engaged in their jobs?
Connecting organizational culture with the talent management lifecycleThe process of acquiring, retaining, and growing talent occupies a key place in corporate strategy, and yet often this process is disconnected…
Fundamentally realigning your culture to support a transformational strategy shift is perhaps one of the most stretching and misunderstood scenarios for leadership teams to address.
The top 5 corporate culture stories of 2015.
In our effort to organize businesses and institutions, we create boundaries that distinguish groups by functions, locations, business units, divisions, and levels.
As a part of our work on safety culture in the food industry, we have been intrigued this past year to watch the incredible case of the Peanut Corporation of America continue to unfold.
Anyone working in this space knows that the success or failure of real culture change starts and stops with the senior-most leaders of the organization.
Millions of people across the globe spend their hard-earned money seeking a simple solution to things that in our hearts and minds, we know are not easy to do.
A number of years back, Patrick Lencioni wrote, “Make your values mean something.” His Harvard Business Review article (HBR) is a must-read.
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