Harvard Business
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.
Steve Shu Consulting
DECEMBER 15, 2010
As a consultant, 2010 has been an interesting year for me to reflect upon. Agile performance necessitates optimizing the communication and analysis organizational structures. There is an increased focus on output and measureable results. A focus on output in turn requires decisions to be made more quickly.
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Organizational Talent Consulting
MARCH 28, 2022
Cultivate Your Cultural Agility. Cultural agility is vital because, with over 60 global society cultures identified and numerous variations in regions within the national cultures, it is virtually impossible to be experienced in every situation. I experienced the importance of cultural agility early in my career. Tell Stories.
Management Consulted
NOVEMBER 27, 2016
Infosys Revenue: $6B (2010). Agilent Technologies, separating from Hewlett Packard, turned to Deloitte to help facilitate the transaction and Deloitte in turn asked Steve Pratt to act as project lead. Soon, Pratt and Joshi talked and Agilent became the first client Deloitte served using a global delivery model (GDM).
Kates Kesler
JULY 2, 2015
The economic recovery of 2010-2015 has triggered a number of high-profile mergers, but even more break-ups and spin-offs among large global companies, particularly those based in the US. The “global operating model” (GOM) is the means to manage this complexity, this tension, this need for both leverage and agility.
Organizational Talent Consulting
AUGUST 1, 2022
Coaching helps leaders shift assumptions and perceptions and adopt positive cross-cultural motivation, vision, and cultural agility. Culture is acutely critical during notable change, such as M&A, and executive leaders increasingly work with and lead multicultural teams. References: Ahrend, G., Diamond, F., & & Webber, P.
Harvard Business
MARCH 12, 2018
Many legacy companies would like to transform themselves into agile, talent-first organizations. Under new ownership (Volvo was sold to China’s Geely by Ford in 2010), the Swedish automaker decided to transform its product line by becoming a premium player. The company sold 571,000 cars last year, up from 373,000 in 2010.
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