HR Digest

MAY 23, 2021

The Covid-19 pandemic has been a great wake-up call for companies and their ability to manage change in the workplace. Organizational change management is about bringing changes in a company’s management style by first identifying problems (or potential ones) and then implementing suitable changes.

Management 94

Management How To Uncertainty Retail 94

Strategy Driven

JULY 23, 2020

Businesses, from large corporations and MNCs to small companies and startups, are forced to make significant operational and structural changes. In the wake of the pandemic, administrations and businesses are fighting uncertainty, which has given rise to the work-from-home model. DE-DENSIFYING OFFICES.

Restructuring 67

Restructuring Entrepreneur Crisis Operations 67

Harvard Business Review

NOVEMBER 10, 2015

In most cases, the things companies do to get ahead of change, such as more frequent communication or manager training, are only minimally effective. Similar employee crowdsourcing efforts have been used to redefine company values (at IBM) and generate ideas for cutting operational costs (at BASF).

Media 8

Media Management CEO Uncertainty 8

Harvard Business Review

SEPTEMBER 1, 2011

There is a palpable sense of systemic instability in the face of political, economic, technological, social, and indeed meteorological uncertainty. Grounding is about making sure the company fulfills all of its legal requirements, manages risks properly and does business in a responsible way. From News Corp. 3) Internationalization.

Uncertainty 14

Uncertainty Politics Restructuring Technology 14

Harvard Business Review

SEPTEMBER 9, 2015

For the last two months, global supply chains have been experiencing the first stage of a bullwhip effect triggered by uncertainties about the severity of China’s economic slowdown. Macroeconomic data during the 2008 financial crisis show the bullwhip effect operating on a much broader scale. For example , U.S.

Supply Chain 8

Supply Chain Retail Crisis Operations 8

Harvard Business Review

JANUARY 7, 2014

A lot of managers just let culture happen — it becomes the sum of the personalities, good and bad, that work in an organization. Managers do focus on results, but I think culture drives results. As human beings, we like to operate in small tribes. That’s the important equation. It’s the creation of silos.

CEO 12

CEO FAQ Restructuring Performance Review 12

Harvard Business Review

SEPTEMBER 26, 2011

Stock-based incentive compensation aligns the self-interest of management with shareholders, and a performance-based pay system increases employee motivation. In my experience, these beliefs have led managers and boards to take actions that have had unintended, destructive consequences. I disagree.

CEO 15

CEO Short-term Long-term Restructuring 15