Amazon - Whole Foods Merger: What Are the Conflicts? Whole Foods is known as an upscale, higher end (i.e. more expensive) provider of groceries, whereas Amazon is the ultimate efficient provider (i.e. less expensive) of nearly any retail consumer product. Will the cultures behind these two forces collide or will they blend and create more value?
Amazon - Whole Foods Merger: Whole Foods Stores as Data Points This article looks at a potentially very valuable asset of Whole Foods – the stores as data points. How Amazon might leverage the data, whether this data might be more valuable combined with Amazon’s existing data assets and what addition benefits might result from this merger.
Dealing With Demanding Clients We've all dealt with demanding clients who constantly request changes, are never satisfied with the work, or want everything yesterday. Read more to learn how to say no without losing your client or reputation by regaining control of the situation.
ADKAR: A Bottom Up Approach to Implementing Change ADKAR is the acronym for Awareness, Desire, Knowledge, Ability, and Reinforcement. It depicts the five stages for an individual to make a successful change. The steps are sequential and cumulative, and an individual has to attain the goals of one stage before moving on to the next stage.
Adapting to Changing Requirements Have you ever begun a project just to hear your boss say "Wait, can we actually make the program do this?" If you've ever dealt with this situation, this article is a must-read. Learn how to adapt to changing project requirements.
A Look at the Components of Leavitt's Diamond Leavitt offered a new approach to looking at organizations, in which every organization consists of four interactive components. This approach is now widely used for making organizational change more effective. Keep reading to learn more about these components and their interactive behavior.
Dealing With Change: Have You Planned for These Common Obstacles? Projects change and with those changes you need some controls. Along with those controls you also need to be able to recognize the depth and complexity of the change. Too often leaders, organizations and stakeholders miss the important elements, causing planned or expected changes to go awry.