Lead Change Blog
SEPTEMBER 25, 2019
When cultural change abounds, the irony I frequently observe is organisations engage in less leadership development, rather than more. High on leadership, low on resources. Her situation demands better strategic thinking, more creativity and innovation, and greater agility and responsiveness. My personal concern. The way ahead.
HR Digest
AUGUST 18, 2023
HR’s Unique Contributions to Business Success To truly unlock the potential of HR value delivery, HR professionals must focus on three key areas: talent, organization, and leadership. HR professionals should engage leadership teams in defining and embedding these organization capabilities.
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N2Growth Blog
OCTOBER 25, 2016
Be dynamic and agile, not routine and static – most “strategy” firms offer inflexible, rigid, complex and time consuming approaches that eat up resources and yield only limited value. Let me do that now. Here are some strategic planning “next practices” that you should strongly consider: 1.
Harvard Business Review
JULY 19, 2017
Many companies are attempting a radical — and often rapid — shift from hierarchical structures to more agile environments, in order to operate at the speed required by today’s competitive marketplace. At Bain & Company, we do not believe that companies should try to use agile methods everywhere. This takes time.
Harvard Business Review
DECEMBER 23, 2016
The company better aligned the workforce mix to its strategy, by optimizing different talent acquisition channels, manager spans of control (number of workers reporting to them), and worker mobility. Educate leaders on how and why to optimize a blended workforce. Fewer junior scientists reported to each senior scientist.
Harvard Business Review
SEPTEMBER 8, 2017
These efforts have enabled operational efficiencies, cost reductions, and greater agility, preparing companies for the next phase of digital transformation: driving growth. It will require strong alignment with key stakeholders, new models of leadership, and a new playbook for success. In those cases CEOs are ahead of their CMOs.
Harvard Business Review
FEBRUARY 9, 2017
In these activities, speed of innovation is critical, and the rallying cry should be autonomy, small teams, and organizational agility. Spans of control are limited to a reasonable number — typically eight people or fewer — so that managers can effectively oversee their subordinates’ efforts.
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