Research-based articles to advance your managerial and organizational practices.
PublishedIssue 01Managing for Impact
This article explores the global crisis of employee disengagement and advocates for a shift from traditional command-and-control management to a coaching-based model. By fostering environmental conditions that promote intellectual contribution and personal growth, organizations can improve productivity and overall performance.
Read issue- AvailableIssue 02
Becoming a Systems Thinker
This issue explores systems thinking as a vital management tool for navigating global volatility and organizational complexity. By understanding the interdependencies between people, processes, and technology, leaders can move beyond siloed thinking to improve overall organizational performance and foster emergent creativity.
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PublishedIssue 03Understanding Your People Problem
This article explores how traditional organizational structures, characterized by rigid hierarchy and specialization, serve as the hidden root cause for issues like burnout and the 'Great Resignation.' The author argues that siloed thinking and top-down decision-making demotivate employees and hinder value creation. To fix these 'self-inflicted wounds,' employers must shift toward a process-oriented model that unifies structure and customer-facing outcomes.
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In-pressIssue 04Celebrating Individual Contributors
This paper examines the critical role of individual contributors in organizational success and contrasts their value against the challenges created by traditional command-and-control management. It proposes a shift toward systems-based design that prioritizes intellectual engagement, psychological safety, and frontline voice to improve performance.
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Knowing Why to Stop-Start-Continue
This issue explores the Stop, Start, Continue (SSC) framework as a strategic tool for organizational improvement and resilience. It emphasizes that prioritizing 'Stop' is essential to eliminate complexity and create space for successful innovation and growth.
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Decoding the Process Problem
Organizational performance suffers when strategic initiatives fail due to rigid structures, the absence of a process culture, and inflexible technologies. To resolve these issues, leaders must move beyond traditional hierarchies and embrace process orientation and lightweight, adaptable technology systems.
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Revisiting Process Orientation
This issue explores process orientation as a vital alternative to traditional hierarchical and functional organizational structures that often hinder strategic change. It provides a roadmap for transitioning to value-creation models through end-to-end process mapping, organizational co-creation, and experimental adaptation.
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In-pressIssue 08The Employee Engagement Pandemic – Why We Need “5.0”
This paper addresses the global decline in employee engagement and its significant cost to the world economy. It advocates for the adoption of Industry 5.0 initiatives, which prioritize human-centric leadership and stakeholder value over short-term shareholder interests to improve organizational performance.
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