Preface
I never expected to write this book. As a researcher and consultant, I had always focused my attention on the “big” challenges of strategy and structure that large organizations grapple with, leaving others to work on individual-level issues, such as how to motivate, influence, or develop others. However, over the last five years I have found myself drawn increasingly towards the nitty-gritty, practical challenges of how individuals actually get things done in large, complex organizations. It has been an enjoyable and surprising transition in my outlook on the world.
This journey of discovery began in 2006 when I founded the Management Innovation Lab (MLab) at London Business School with my colleague, Gary Hamel. The MLab mission was ...
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