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Improving the Rhythm of Your Collaboration

With so many digital tools in the workplace, collaboration has gone omnichannel. Given how hyperconnected people are, the authors set out to explore the implications for organizations and teams. In their research, they discovered that always-on connectivity was good for fact finding and information sharing but not for problem-solving, as we tend to assume. For tasks that require imagination, it’s better to alternate between connectivity and quiet focus. Leaders must help establish a good rhythm.

NFL Pass Blocking Is Even More Important Than You Think

Though the QB gets most of the spotlight, a new analysis from ESPN shows that every NFL team lives and dies by the skills and teamwork of players at the tackle, guard, and center positions in the offensive line. Counterpoints looks at the burgeoning field of O-Line analytics with ESPN’s Seth Walder.

Goodbye Structure; Hello Accountability

  • Read Time: 7 min 

Companies will be able to operate as true digital organizations only when they learn how to respond quickly to unanticipated opportunities and threats. But instead of restructuring to increase agility, some organizations are assigning accountabilities for specific business outcomes to small teams or individual problem owners. Tackling new objectives is then built around individual flexibility, market-based resource allocation, experimental mindsets, and coaching rather than managing.

Building a Robotic Colleague With Personality

Researchers are exploring how to create intelligent machines that work with us better as opposed to taking our place. Robots that can express human body language can have a positive effect on their human colleagues, enabling them to be more effective at their jobs, take on higher-level tasks, and realize psychological benefits. The overall result is a more productive human-robot team.


Architect Your Company for Agility

  • Read Time: 6 min 

In the digital economy, speed matters. To keep pace with customer demands and competitor moves, companies must be able to quickly experiment with a potential offering and, depending on customer response, continuously enrich and scale that offering, or discard it and move on to the next experiment. Innovating at speed means utilizing empowered teams that are aligned to achieve company-wide objectives.

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