Most of us have experienced coaching in our professional lives. At one point, we want to get better, improve some our weaknesses. It is often a painful process, which requires moving out of our comfort zone. Sometimes the coaching process works, but often it doesn’t.
Most of us have experienced coaching in our professional lives. At one point, we want to get better, improve some our weaknesses. It is often a painful process, which requires moving out of our comfort zone. Sometimes the coaching process works, but often it doesn’t.
Most of us have experienced coaching in our professional lives. At one point, we want to get better, improve some our weaknesses. It is often a painful process, which requires moving out of our comfort zone. Sometimes the coaching process works, but often it doesn’t.
It was in 2013 when I first came across Rita McGrath’s work. I still remember the impact that “The End of Competitive Advantage” had on my thinking. It was an eye-opener of the disruptions that would be soon coming and turn our world upside-down.
Several years ago I had the pleasure of meeting Richard Straub over a long breakfast in Brussels. Richard is the founder of the non-profit Peter Drucker Society Europe after a 32-year career at IBM.
In the past 150 years, management has been focusing primarily at running and optimizing the business. Over this period, organizations have been structured in a very similar way, Hierarchically. The best way and model to maximize efficiencies and volumes, while reducing costs to the minimum. Projects were considered an addition to the business, hardly ever a priority.
You probably knew that the term ‘Coaching’ started in the later part of the 1880s and has been mostly associated with the sports profession. The concept progressively spread during the nineties and references to coaching were continuously mentioned in business journals.
Published in the Harvard Business Review
Every organization needs what I call a “hierarchy of purpose.” Without one, it is almost impossible to prioritize effectively.
Published in the Harvard Business Review
In the beginning companies sold products. And then they sold services. In recent years, the fashionable suggestion has been that companies sell experiences and solutions, solving the needs and aspirations of customers.
How projects are driving the implementation EU Regional Cohesion Policy – Mrs. Mihaylova, Chair of the Committee of Regional Development.
