LSA Global

OCTOBER 2, 2023

What the Research Says Regardless of your level of strategic proactivity, your strategy must be clear enough, believable enough, and implementable enough in the eyes of those responsible for implementing it. – Are we organizationally agile enough to shift resources as opportunities and threats emerge?

Strategy 36

Strategy Strategy Strategy& Agile 36

LSA Global

JANUARY 22, 2024

A Research-Backed 5-Step Team Effectiveness Framework What propels some teams towards peak performance and sustainable success? When you review the research, five steps continually rise to the surface. And for anyone who has ever been on a team, they know that team dynamics can be tricky. The Bottom Line Cohesive teams are powerful.

Agile 36

Agile Research Talent Culture 36

LSA Global

FEBRUARY 5, 2024

We know from our organizational alignment research that strategic clarity accounts for 31% of the difference between high and low performing companies in terms of revenue growth, profitability, customer loyalty, leadership effectiveness, and employee engagement. Do You Need to Implement Strategies for Executive Teams to Stay Aligned?

Strategy 36

Strategy Strategy Strategy& Leadership 36

LSA Global

MAY 13, 2024

Our organizational alignment research found that having the right talent to execute your business strategy accounts for 29% of the difference between high and low performing companies in terms of: Revenue growth Profitability Leadership effectiveness Customer loyalty Employee engagement The symbiotic relationship between talent and strategy matters.

Talent 36

Talent Strategy Strategy Strategy& 36

LSA Global

FEBRUARY 12, 2024

Assessing Executive Capabilities: A Comprehensive Guide We know from our organizational alignment research that executives play and outsized role in driving organizational success. Do you have a research-backed, strategically-aligned, and agreed-upon list of core leadership competencies required for your executives to excel?

Emotional Intelligence 36

Emotional Intelligence Leadership Talent Agile 36

LSA Global

APRIL 15, 2024

5 Steps to Crafting an Effective Sales Strategy We know from our own organizational alignment research that strategic sales clarity accounts for 31% of the difference between high and low performing sales teams. Research by McKinsey found that more than 5 initiatives or new projects increased the risk of delay and value leakage.

Sales 36

Sales Strategy Strategy Strategy& 36

LSA Global

APRIL 15, 2024

5 Steps to Crafting an Effective Sales Strategy We know from our own organizational alignment research that strategic sales clarity accounts for 31% of the difference between high and low performing sales teams. Research by McKinsey found that more than 5 initiatives or new projects increased the risk of delay and value leakage.

Sales 36

Sales Strategy Strategy Strategy& 36

Epicflow

FEBRUARY 8, 2024

Leveraging Cutting-Edge Technologies Under current conditions of economic turbulence, workforce shortage, and supply chain disruptions, manufacturing organizations should work towards increasing the efficiency of their operations, achieving business agility and resilience. AdvancedTech. Industry 4.0. Goodwin University.

Trends 52

Trends Talent Deloitte Efficiency 52

LSA Global

JANUARY 1, 2024

Organizational cultures must be agile and ready to recalibrate strategies based on evolving circumstances. Our organizational alignment research found that culture accounts for 40% of the difference between high and low performing companies. The significance of culture in strategy execution cannot be overestimated.

Culture 36

Culture Agile Leadership Strategy 36

LSA Global

AUGUST 6, 2021

Here’s the list and our recommendations on how to overcome the top strategy execution risks: Lack of Clarity and Understanding Our organizational alignment research found strategic clarity accounts for 31% of the difference between high and low performance in terms of revenue, profitability, customer loyalty, and employee engagement.

Strategy 36

Strategy Strategy Strategy& How To 36

LSA Global

JULY 11, 2023

What the Change Management Research Says We know from our change management simulation data that four things are required to help people to embrace new ways of working. Have the Patience to Go Slow to Go Fast Change research confirms that gradual changes are easier to make and sustain.

How To 36

How To Change Management Agile Construction 36

LSA Global

AUGUST 25, 2023

The CEO’s Best Tool for Success – A High Performing Leadership Team To thrive, organizations must be agile enough to meet everchanging market conditions. Lack of True Strategic Clarity Our organizational alignment research found that strategic clarity accounts for 31% of the difference between high and low performing execute teams.

Leadership 36

Leadership Construction Accenture Agile 36

LSA Global

DECEMBER 1, 2021

Four Keys to Success Our organization alignment research has highlighted four keys to the successful execution of your overall strategy. Agility and a Learning Mindset The 90-day operational road map provides guidelines, but there will inevitably be unforeseen roadblocks. This is when organizational change agility comes into play.

Strategy 36

Strategy Strategy Strategy& How To 36

LSA Global

JUNE 9, 2023

Our organizational alignment research found that having the right leaders in the right roles at the right time accounts for 29% of the difference between high and low performing organizations. Yet recent research at Deloitte found that only 14% of leaders believe that leadership succession planning is done well at their organizations.

Leadership 36

Leadership Deloitte Development Research 36

LSA Global

MAY 2, 2024

Rigidity in processes can hinder organizational agility , making it challenging to respond swiftly to evolving market dynamics or capitalize on emergent opportunities. Understanding the cultural nuances of these approaches is important during both strategy design and strategy execution.

Culture 36

Culture Efficiency Strategy Strategy 36

LSA Global

JUNE 8, 2022

And the research proves that better talent management matters. And our organizational alignment research found that talent accounts for 29% of the difference between high and low performing companies in terms of revenue, profits, customer loyalty, leadership effectiveness, and employee engagement.

Talent 36

Talent Culture Agile Development 36

Harvard Business

OCTOBER 18, 2016

That can’t be done through agility alone, but takes years of preparation to achieve. What it has done has made substantial investments in the research division it set up in 1991. One company that’s become famous for its agility is Google. Agility is overrated. Agility is a very positive thing.

Company 28

Company Agile Research Journal 28

LSA Global

JULY 8, 2023

How to Change and Improve Leadership Mindsets at Work Recent research by Ernst & Young found that 79% of C-suite leaders agree that senior leaders will need to adopt a different set of mindsets for their business to succeed. Do you know the mindsets of your current leaders?

Leadership 36

Leadership Agile Enterprise Tools 36

LSA Global

AUGUST 2, 2022

No longer can leaders coast along the same old paths; you need to reimagine the journey forward and invest in the leadership capabilities required to create more innovative, agile , and resilient teams and organizations. And unless you have created the next iPhone, tactics will not win in today’s marketplace. 3 Steps to Upgrade Your Strategy.

Strategy 36

Strategy Strategy Strategy& Talent 36

LSA Global

DECEMBER 28, 2022

When we ask participants in our new manager training workshops to list the attributes of great leaders, the most common are: self-awareness, learning agility , communication , and influence. Recent Research on Compassion Awakening Compassion at Work by Monica Worline and Jane Dutton was published in 2017.

Leadership 36

Leadership Agile McKinsey Training 36

LSA Global

FEBRUARY 26, 2022

But often, people leaders don’t have the skills to be the agile, adaptive leaders they need to be and struggle building meaningful connections with their people to drive consistent results. Research has shown that most leaders use one leadership style — so they don’t know how to unleash the potential of the individuals on their team.

Survey 36

Survey Leadership Training Training 36

LSA Global

MAY 11, 2023

Sadly, most research points to less than 25 percent of organizational restructurings producing the desired results. The most powerful cultures combine steady cultural and organizational design elements with agile elements that change in response to evolving market and employee needs.

Culture 36

Culture Leadership Guidelines Study 36

LSA Global

NOVEMBER 26, 2022

Insular leaders lack humility, inclusiveness, openness, agility. Lacking Clarity in Direction Our organizational alignment research found that strategic clarity accounts for 31% of the difference between high and low performing teams. Neglecting the Long-term Leaders face enormous pressure to meet short-term goals.

Agile 36

Agile Productivity Training Training 36

LSA Global

DECEMBER 23, 2019

With change a constant for most companies, flexible and agile organizations that can adapt to new challenges and new constraints will succeed in the long term. What Change Research Says About Barriers to Organizational Change. The Challenge of Organizational Change. Four times more likely to be loyal to their company. Lack of Power.

Agile 36

Agile Change Management Research Company 36

LSA Global

APRIL 2, 2021

If you are the CEO or a member of the executive leadership team, our research tells us that your answer is probably “yes.” Unfortunately, our organizational alignment research also found that level 2 leaders (those that report to the C-Suite) find the strategy as 50% less clear, 50% less believable, and 50% less implementable as their boss.

Strategy 36

Strategy Strategy Strategy& System 36

Epicflow

JUNE 8, 2022

Agile has become the most popular methodology in recent years and has proven its efficiency for millions of companies already so nobody has any doubts about it today. Being agile means being flexible enough to adequately and timely react to any alterations of your project environment and any external changes that may happen at any time.

Agile 52

Agile Resources Management Methodologies 52

Kates Kesler

JULY 24, 2020

The research has been clear; diverse organizations and teams make better decisions and outperform those that are less diverse. While many organizations are making strides in the right direction, too many fall short of their goals and aspirations. To improve results and seize the opportunity there are two areas that need to be addressed.

Talent 65

Talent Metrics Accenture Development 65

Kates Kesler

JULY 22, 2020

The research has been clear; diverse organizations and teams make better decisions and outperform those that are less diverse. While many organizations are making strides in the right direction, too many fall short of their goals and aspirations. To improve results and seize the opportunity there are two areas that need to be addressed.

Talent 65

Talent Metrics Accenture Development 65

LSA Global

APRIL 19, 2021

Taking Employee Engagement Actions If you want to improve your ability to implement employee engagement survey results, purposefully design more agile and action-oriented practices by: Getting Feedback More Frequently More frequent pulse surveys produce feedback that is timelier and more relevant.

Survey 36

Survey Agile Course System 36

LSA Global

JANUARY 6, 2023

Organizational Agility — Do You Have an Adaptable Enough Corporate Culture? Our organizational alignment research found that corporate culture — how work truly gets done — accounts for 40% of the difference between high and low performing companies. Do you have an adaptable enough corporate culture to thrive during times of change?

Culture 36

Culture Methodologies Change Management Agile 36

LSA Global

SEPTEMBER 4, 2020

In fact, recent research by McKinsey found that organizations that mastered two or more diversified strategic growth initiatives grew faster than their peers. The interesting part of the McKinsey research is that the highest growth companies employ multiple growth strategies simultaneously. Strategic Growth Obstacles. The Bottom Line.

Emotional Intelligence 36

Emotional Intelligence Culture McKinsey System 36

LSA Global

JULY 1, 2017

Our organizational alignment research found that strategic clarity accounts for 31% of the difference between high and low performing companies. Lack of agility. When it comes to strategy execution, change agility. For a strategy to make a true difference, it must be properly executed. Lack of distributed leadership.

Strategy 39

Strategy Strategy Strategy& Agile 39

LSA Global

DECEMBER 10, 2019

According to CEB research, a whopping 60% of new managers under perform during their first two years, and not surprisingly, 85% of new managers still receive no formal training prior to switching into the role of manager. Do you know the role and responsibility of a new manager at your company? The Challenge for New Managers Today.

Management 36

Management Training Training Agile 36

Tom Spencer

OCTOBER 12, 2019

Some change management consultants prepare organisations to transform the way they do things in order to become more efficient and effective versions of themselves – for example, Agile Coaches and Lean Consultants. Disney Accelerator ) or acquiring innovative start-ups through corporate venture capital (e.g. Conclusion.

Management 60

Management Guidelines Change Management Study 60

Tom Spencer

OCTOBER 5, 2019

Some change management consultants prepare organisations to transform the way they do things in order to become more efficient and effective versions of themselves – for example, Agile Coaches and Lean Consultants. Disney Accelerator ) or acquiring innovative start-ups through corporate venture capital (e.g. Conclusion.

Management 60

Management Guidelines Change Management Study 60

Cheryl Cran

APRIL 11, 2018

Research by Cloverpop states that decisions are 87% more successful when made by teams. The hindrance of an individual making a decision is simply that it is one perspective – one source of research and one personality making a decision that could impact a market that has diverse needs and opinions.

Agile 26

Agile Leadership Efficiency Research 26

LSA Global

JULY 1, 2017

Our organizational alignment research found that strategic clarity accounts for 31% of the difference between high and low performing companies. Lack of agility. When it comes to strategy execution, change agility. For a strategy to make a true difference, it must be properly executed. Lack of distributed leadership.

Strategy 28

Strategy Strategy Strategy& Agile 28