Nobody at the C-suite level is close to this yet.
A post-dashboard moment is coming. The leader's job becomes choosing where AI goes and getting the data ready for it.
Tina Berger, S3 E34: hubs.ly/Q04y4HBx0
@kevinnovak.bsky.social
@kevinnovak.bsky.socialNobody at the C-suite level is close to this yet.
A post-dashboard moment is coming. The leader's job becomes choosing where AI goes and getting the data ready for it.
Tina Berger, S3 E34: hubs.ly/Q04y4HBx0
@humanfactorpodcast.bsky.socialNobody at the C-suite level is close to this yet.
A post-dashboard moment is coming. The leader's job becomes choosing where AI goes and getting the data ready for it.
Tina Berger, S3 E34: hubs.ly/Q04y4HBx0
@20forty.bsky.socialNobody at the C-suite level is close to this yet.
A post-dashboard moment is coming. The leader's job becomes choosing where AI goes and getting the data ready for it.
Tina Berger, S3 E34: hubs.ly/Q04y4HBx0
@humanfactorpodcast.bsky.socialAdding is fast. Subtracting is slow.
What we measure grows at machine speed and gets reviewed at human speed, if it gets reviewed at all.
S3 E32: hubs.ly/Q04xWm580
@20forty.bsky.socialAdding is fast. Subtracting is slow.
What we measure grows at machine speed and gets reviewed at human speed, if it gets reviewed at all.
S3 E32: hubs.ly/Q04xWm580
@kevinnovak.bsky.socialAdding is fast. Subtracting is slow.
What we measure grows at machine speed and gets reviewed at human speed, if it gets reviewed at all.
S3 E32: hubs.ly/Q04xWm580
@humanfactorpodcast.bsky.socialFifty percent done by June. Which fifty percent?
The easiest half gets done first, the report turns green, and nobody's problem is solved.
Tina Berger, S3 E34: hubs.ly/Q04y4GWq0
@20forty.bsky.socialFifty percent done by June. Which fifty percent?
The easiest half gets done first, the report turns green, and nobody's problem is solved.
Tina Berger, S3 E34: hubs.ly/Q04y4GWq0
@kevinnovak.bsky.socialFifty percent done by June. Which fifty percent?
The easiest half gets done first, the report turns green, and nobody's problem is solved.
Tina Berger, S3 E34: hubs.ly/Q04y4GWq0
@humanfactorpodcast.bsky.socialTwo seasons diagnosed why transformation fails at the human level. Season 3 is the practice season, and it is underway.
Listen: hubs.ly/Q04xWrSD0
@20forty.bsky.socialTwo seasons diagnosed why transformation fails at the human level. Season 3 is the practice season, and it is underway.
Listen: hubs.ly/Q04xWrSD0
@kevinnovak.bsky.socialTwo seasons diagnosed why transformation fails at the human level. Season 3 is the practice season, and it is underway.
Listen: hubs.ly/Q04xWrSD0
@humanfactorpodcast.bsky.socialA measure that survives its first year stops being a measure and becomes an obligation.
The measures with the most power over your organization are the ones nobody remembers asking for.
S3 E32: hubs.ly/Q04xWl-j0
@20forty.bsky.socialA measure that survives its first year stops being a measure and becomes an obligation.
The measures with the most power over your organization are the ones nobody remembers asking for.
S3 E32: hubs.ly/Q04xWl-j0
@kevinnovak.bsky.socialA measure that survives its first year stops being a measure and becomes an obligation.
The measures with the most power over your organization are the ones nobody remembers asking for.
S3 E32: hubs.ly/Q04xWl-j0
@20forty.bsky.socialSeason 2 of The Human Factor Podcast is here.
Episode 014: The Identity Crisis of Expertise
Your most experienced people may be your biggest transformation barrier. Not because they resist change, but because it threatens who they are.
@humanfactorpodcast.bsky.socialSeason 2 of The Human Factor Podcast is here.
Episode 014: The Identity Crisis of Expertise
Your most experienced people may be your biggest transformation barrier. Not because they resist change, but because it threatens who they are.
@kevinnovak.bsky.socialSeason 2 of The Human Factor Podcast is here.
Episode 014: The Identity Crisis of Expertise
Your most experienced people may be your biggest transformation barrier. Not because they resist change, but because it threatens who they are.
@humanfactorpodcast.bsky.socialOrganizations do not build elaborate measurement because their judgment is strong. They build it because their judgment is exposed.
Kotter, 1995: what to do. Porter, 1995: why we reach for numbers at all.
S3 E32: hubs.ly/Q04xV_5z0
@humanfactorpodcast.bsky.socialPeople don't resist change. They resist risk.
If leadership is not serious about it, or it is not doable, people resist it. Listen to what is behind the resistance and take it back to the leaders.
Tina Berger, S3 E34: hubs.ly/Q04y4FTF0