This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
.” Our solution – one transferable to other organizations pursuing innovation – has been to create an agile network of volunteer ambassadors and coaches throughout the company who have taken collective responsibility for making innovation happen and steering our organizational culture in the right direction.
The most common chief executive exaltation we hear is “We must be more innovative, agile, and adaptable.” We were struck by the dissonance with the ambition — if you want to be more innovative and agile and anything could happen, isn’t that a truly brilliant notion? Now, they say, it is time to get on with it!
The article is based on the webinar “Fighting Uncertainty in Organizations, Including Matrix Ones, to Achieve Excellent Reliability” with TOC experts Eli Schragenheim and Albert Ponsteen. Eli’s innovative approaches and insights continue inspiring professionals and organizations worldwide to achieve operational excellence.
For example: your monthly and weekly newsletters, biweekly videos and podcasts and monthly webinars. Have you positioned yourself for global reach through agility that enables you to eliminate borders and operate globally? I nternational.
Customer experiences have transformed seemingly overnight, with enhanced digital tools and technology, work-from-home operations, and empowered customers. Many government agencies are being asked to add more digital channels, flexibility and speed to public-facing operations while also maintaining strict levels of security and compliance.
TTEC’s webinar, Shifting Back: How to prepare for what’s next in the contact center , discussed the innovations needed to build a long-term digitally resilient organization. Before COVID-19, many contact centers were operating in varying degrees of centralized hubs. Here are three strategies worth embracing. Then build from there.
The world is changing rapidly, and the way that companies operate within it needs to shift as well. In a recent webinar, I addressed some of the typical issues that arise when working with a freelance management consultant. workforce and 14% of the European workforce operate as freelance professionals. .
We organize all of the trending information in your field so you don't have to. Join 55,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content