Several years ago, as an in-company OD manager, I attended a series of inter-company meetings in central London. These had been set up to enable practitioners to share their experience of dealing with a range of common issues relating to organizational design, management development, leadership practice, and so on.
Climbing aboard
We began each session by summarizing what we were doing in our own organizations to address the particular topic under review. Without fail, and regardless of the theme being discussed, a picture emerged of people either doing, about to do, or having done and given up, what everyone else was doing, about to do, or had done and given up.
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