Organizational Structure

The best chief digital officer candidate may not come from outside your company.

Companies must choose whether humans or machines should get the last word on employee performance.

To transform its performance management system, IBM overcame both technical and cultural challenges.

When it comes to competing on innovation for companies, imitation rarely works.

Three impediments in particular work against agile adoption in most organizations.

The future of performance management is more data-driven, more flexible, more continuous, and more development-oriented.

As AI develops better decision-making skills, leaders may feel threatened and push back.

An industry executive and a scholar offer perspectives on new competition in the staffing business.

In the future, leaders must balance playing on their strengths with adapting to a rapidly shifting business climate.

The winner of the 2018 Beckhard Prize is “The Corporate Implications of Longer Lives,” by Lynda Gratton and Andrew Scott.

Harvard Business School professor Carliss Baldwin explains how modularity affects team structures.

The employment landscape is rapidly changing, demanding that employees build new skill sets.

Leaders need to take active roles in preparing their employees for the new world of work.

To facilitate speed, companies must design themselves to minimize obstacles to getting work done.

The “intangible assets” people bring to their jobs are valuable — but challenging to quantify.

Investopedia CEO David Siegel describes his innovative approach to office seating arrangements.

What happens when a large, established bank decides to adopt agile as a management model?

Research finds that the right kind of hierarchy can help teams be better innovators and learners.

It’s possible to organize work in ways that achieve both agility and efficiency – if you know how.

The U.S. military is experimenting with ways to make faster — and smarter — decisions.