Hal Gregersen Livres

What if changing the question could unlock better solutions to your most challenging problems at work, in your community, or at home? Creative problem-solvers often emphasize that their success lies in asking different questions. For instance, Debbie Sterling, founder of GoldieBlox, was inspired to create her company after a friend's lament about the lack of women in engineering, prompting her to ask, "Why are all the great building toys made for boys?" Similarly, Nobel laureate Richard Thaler questioned the assumption of rationality in economic theory, while Elon Musk challenges industry norms with inquiries like, "What are people accepting as an industry standard when there's room for significant improvement?" Such great questions have a unique catalytic effect, breaking down barriers to creative thinking and guiding the search for solutions in new directions. These questions are often surprising yet seem obvious once posed. Hal Gregersen, an innovation and leadership expert, recognized the importance of questions and embarked on a research journey that included over two hundred interviews with creative thinkers. This exploration led to insights about the conditions that foster catalytic questions and breakthrough ideas, demonstrating how anyone can cultivate them.

Helps executives, managers, and human resource professionals leverage each international assignment into a tool for competitive advantage. Looks beyond the simple logistics of setting up global programs to discuss such issues as how to balance family concerns with the demands of overseas assignments. Includes ground-breaking research on the repatriation of employees returning to Japan, the United States, and Finland. Turn every international assignment to your competitive advantage. This book looks beyond the simple logistics of setting up global programs to explore such issues as how to balance family concerns with the demands of oversees assignments, and explores the repatriation of employees returning home.

"Some people are just natural innovators, right? With no apparent effort, they discover ideas for new products, services, and entire businesses. It may look like innovators are born, not made. But according to Jeffrey Dyer and Hal Gregersen, anyone can become more innovative. How? Master the discovery skills that distinguish innovative entrepreneurs and executives from ordinary managers. In The Innovator's DNA, the authors identify five capabilities demonstrated by the best innovators: ʺ Associating: drawing connections between questions, problems, or ideas from unrelated fields ʺ Questioning: posing queries that challenge common wisdom ʺ Observing: scrutinizing the behavior of customers, suppliers, and competitors to identify new ways of doing things ʺ Experimenting: constructing interactive experiences and provoking unorthodox responses to see what insights emerge ʺ Networking: meeting people with different ideas and perspectives The authors explain how to generate ideas with these skills, collaborate with "delivery-driven" colleagues to implement ideas, and build innovation skills throughout your organization to sharpen its competitive edge. They also provide a self-assessment for rating your own innovator's DNA. Practical and provocative, this book is an essential resource for all teams seeking to strengthen their innovative prowess"--Provided by publisher

In this age of globalization challenges--from economic uncertainty to emerging markets--there are no mapped out answers for the international manager. Global Explorers guides the global manager from the periphery to the center stage of international business leadership. In a 1997 survey of Fortune 500 firms conducted by authors J. Stewart Black, Allen J. Morrison and Hal B. Gregersen, virtually all companies indicated there was a severe shortage of global leaders. The demand for competent global leaders far outstrips the supply. Global Explorers provides the skills and outlines the competencies future global managers need to fill the leadership gap. Using extensive research, real-life examples, and 130 in-depth interviews with senior executives representing 50 global companies, including IBM, Disney, Exxon and Sony, Global Explorers suggests the reasons for the global leadership shortage, and identifies the necessary skills to compete in the international marketplace.For managers who want to safeguard their corporate future in these changing times, Global Explorers will help them develop a personal program for developing and balancing the skills they need to become successful global leaders.

“PROVOCATIVE, PRACTICAL, POWERFUL!” –Stephen R. Covey. This book serves as an excellent roadmap for executives aiming to lead strategic change, emphasizing the crucial role of individuals in the process. It challenges the myth that organizations change through structural adjustments, instead highlighting that real transformation begins with changing people’s mental maps. The authors provide practical tools to navigate the complexities of modern leadership, focusing on the human experience of change. By addressing the barriers to change—failure to see, move, and finish—they offer insights into overcoming these obstacles effectively. Readers will discover how to create inspiring paths for sustainable change and anticipate future needs without waiting for crises. The text encourages leaders to rethink their approach, emphasizing that successful change is rooted in personal transformation. With updated techniques, case studies, and guidance for leading in global contexts, this book equips leaders with the strategies necessary to foster lasting change. It’s a significant contribution to the field of organizational change, urging leaders to explore their own mental maps and assess their ability to enact meaningful transformation. Ultimately, it underscores that to change an organization, one must first change the individual.

Of organizations that seek strategic change, 70% fail. In Leading Strategic Change,now in paperback, leading consultants J. Stewart Black and Hal B. Gregersen examine the core organizations fail to change because individuals fail to change. Black and Gregersen identify the "brain barriers" that keep strategic change from success--failure to see, failure to move, and failure to finish--and offer a start-to-finish strategy for helping others change how they view their goals and the steps they must take to achieve them. This book systematically shows you how to implement the single change that makes all the others redirecting individuals' ideas and expectations to be aligned with the new direction of the company.