Why are some organizations consistently good at innovating and/or adapting while others seem to be blindsided by change? Is it because of their disciplined innovation process or the knowledge and skills of their people? Or is it their determination to build a culture where challenging assumptions is not only encouraged, but expected? The new IBM Creative Leadership Study found that leaders who embrace the dynamic tension between creative disruption and operational efficiency can create new models of extraordinary value.
Read the full study at: bit.ly/IBM-study
Introduction of the study by Steve Gray, presented at the 2011 CPSI Conference.
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