We have all heard the expression: ‘business is a sport – not just a science’.
But we as managers can interpret this differently: the ability to rearrange projects and respond quickly to team requests already requires key behaviours and intuition – but does this break apart when crisis strikes? For most good managers, it does.
When the average CEO thinks of any big tech firm, a culture of endless innovation, synergy and collaboration is what springs to mind.
And they would be absolutely right: tech firms lead with drastically-different work environments, work patterns and collaboration-heavy business models. But is this by chance, or careful background planning?