Mark Sanborn

MAY 27, 2020

Leaders are wondering about compliance and what will be demanded, and what employees and customers want and need. In times of uncertainty, agility and experimentation trump planning and process. Mark Sanborn is an award winning speaker and Leadership Expert in Residence at High Point University, the Premier Life Skills University.

How To 97

How To Crisis Uncertainty Learning-by-Doing 97

Tanveer Naseer

OCTOBER 18, 2016

The idea that saves the business $10 million may come from a production line supervisor; the concept that opens up an entirely new market for your products might come from a junior sales rep. But the secret to truly agile and innovative companies is this: they encourage and invite new ideas from all levels and see leaders at every level.

Kotter 100

Kotter Innovation Open-book Compliance 100

Strategy Driven

FEBRUARY 20, 2019

Middle-market businesses often assume they’ll be overlooked by attackers, whether due to a large number of similar companies, or a lack of enticing assets. Private companies, by contrast, are less aware and agile in terms of prevention and response; protecting their brand, for example, or proactively communicating with clients.

Chief Technology Officer 77

Chief Technology Officer Short-term How To Long-term 77

HR Digest

OCTOBER 17, 2020

Buzzwords such as “agile,” “resilience,” and “flexibility” have become almost banal to describe the grim reality of our daily lives and the decisions we must take, as the full effects of the coronavirus pandemic now unfold. Household income and savings are ultra-low in most global markets. Implement the strategy with empathy and care.

Short-term 59

Short-term Committee Incentives Long-term 59

HR Digest

OCTOBER 17, 2020

Buzzwords such as “agile,” “resilience,” and “flexibility” have become almost banal to describe the grim reality of our daily lives and the decisions we must take, as the full effects of the coronavirus pandemic now unfold. Household income and savings are ultra-low in most global markets. Implement the strategy with empathy and care.

Short-term 52

Short-term Committee Incentives Long-term 52

QAspire

SEPTEMBER 28, 2010

market forces) and internal ones (e.g. Ability to change, readiness to realignment and agility in mindset are the new competitive advantages. Every change has its settling time and that depends on you/your organization/your context. Change eliminates (on a long run) those who don’t adapt. Remember what Charles Darwin said ?

Management 130

Management Blog Directory Open-book 130

HR Digest

OCTOBER 6, 2018

FMLA Compliance for Growing Startups: What Should Come Next? In a market scenario where competition is intense, this could help organizations gain a competitive advantage as the existing talent pool is able to meet future demands. Employers must figure out ways to respond to these ongoing employee demands.

Learning Curve 40

Learning Curve Training Short-term Competitive Advantage 40

Harvard Business Review

MARCH 7, 2017

All of this indicates that Uber leaders prioritized immediately useful services like recruitment over, for example, legal compliance systems, audits, and leadership development. That is like setting up a finance organization to do exotic risk hedging before putting in place basic reporting and compliance. Each has its place.

Compliance 9

Compliance Hedge Human Capital Finance 9

Harvard Business Review

MAY 16, 2017

Investors who have flooded the cybersecurity market in search for the next software “unicorn” have yet to realize that when it comes to a risk as complex as this one, there is no panacea — certainly not one that depends on technology alone. When we say all employees have to be risk agile, we mean all.

Training 8

Training Supply Chain Agility Risk Management 8

Harvard Business Review

NOVEMBER 22, 2017

Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business? As companies move to more agile operating models , they must learn to balance accountability with autonomy. Who is responsible for regulatory compliance? Who has P&L authority?

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

JUNE 18, 2015

In response, many now seek agility yet simultaneously fail to address the issue of complexity and exorcise the spirits of legacy. Agility cannot be achieved without first tackling complexity. The enterprise architecture must be driven by a customer- and market-oriented view of a constantly changing business environment.

System 8

System Enterprise Architecture Agility Operations 8

Harvard Business Review

JULY 29, 2014

Break up a strategic function in response to underperformance in the wake of severe market disruptions? Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? A recent survey of CEOs reveals that HR is overwhelmingly viewed as the least agile function.

CFO 9

CFO Charan Intangible Assets Human Resources 9

Harvard Business Review

DECEMBER 8, 2016

Remember: No matter how large Contect gets, it will stay agile and motivated. The smaller ones could keep their own names, leadership teams, practices, and policies for the first five years. The lack of control meant that the leadership team had little say in how the Contect brand was being managed at a local level.

Case Study 8

Case Study Decentralization CFO Construction 8