LSA Global

JUNE 9, 2023

Unfortunately, Leadership Succession Planning Often Fails to Meet Expectations While most leaders know that they should develop a leadership pipeline, leadership succession planning often fails to make a measurable impact. Are your leaders willing and able to support leadership succession planning? Why is that?

Leadership 36

Leadership Deloitte Development Research 36

LSA Global

APRIL 15, 2024

Developing an effective sales strategy requires a deep understanding of market dynamics and the ability to adapt to evolving trends. 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.

Sales 36

Sales Strategy Strategy Strategy& 36

LSA Global

APRIL 15, 2024

Developing an effective sales strategy requires a deep understanding of market dynamics and the ability to adapt to evolving trends. 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.

Sales 36

Sales Strategy Strategy Strategy& 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. A CEO’s best tool for success is a high performing leadership team. The speed and scope of change can be daunting. A stagnant executive team is a less effective executive team.

Leadership 36

Leadership Construction Accenture Agile 36

LSA Global

APRIL 1, 2024

In fact, strategic clarity accounts for 31% of the difference between high and low levels of revenue growth, profitability, customer loyalty, leadership effectiveness , and employee engagement. Strategic Vision , Company Mission , Corporate Values , and Optimizing Strategies) serve as an organization’s North Star.

Agile 36

Agile Resources Leadership Culture 36

LSA Global

AUGUST 2, 2022

Do You Need to Upgrade Your Strategy? To succeed, we believe that it’s time to rethink and upgrade your strategy to meet the current and future challenges. Upgrade Your Strategy by Consistently Updating the Strategic Context When it comes to successful strategy execution, context matters. 3 Steps to Upgrade Your Strategy.

Strategy 36

Strategy Strategy Strategy& Talent 36

LSA Global

AUGUST 6, 2021

Why Do So Many Fail at Strategy Execution Strategy execution risks are not new. We know from experience and from a recent IBM survey that less than 10% of carefully crafted strategies are being successfully implemented. Why do so many companies struggle and then fail to execute on their carefully conceived strategies?

Strategy 36

Strategy Strategy Strategy& How To 36

LSA Global

SEPTEMBER 25, 2020

Strategic Leadership Competencies – Strategic vs. Operational Leadership. Inspire Key Stakeholders to Commit to the Strategy. Does your organization foster the kind of strategic leadership required to thrive during chaos? Strategic leaders need a different set of skills from those of operational leaders.

Leadership 36

Leadership Agile Operations Construction 36

LSA Global

FEBRUARY 26, 2024

To better engage your team when faced with unrealistic targets requires a blend of leadership vulnerability, trust , and practicality. Actionable Strategies to Help Teams Overcome Unrealistic Targets As a leader, you are responsible for the success of your team. Is your team agile enough?

Agile 36

Agile Leadership Culture Data 36

LSA Global

FEBRUARY 12, 2024

Because of this, properly assessing executive capabilities of the CEO and the entire leadership team is an important, yet underutilized, leverage point to directly improve organizational performance. Combined, these leadership skills collectively define an executive’s capacity to lead effectively – especially when the stakes are high.

Emotional Intelligence 36

Emotional Intelligence Leadership Talent Agile 36

Epicflow

JUNE 10, 2024

In contrast to traditional project/program/portfolio managers dealing with individual projects/programs/portfolios, the role of a CPO is more strategic, he or she is a member of the executive board and oversees all project-related activities and their connection with an organization’s business strategy. What organizations require a CPO?

Resources 52

Resources Methodologies Efficiency Metrics 52

LSA Global

APRIL 2, 2021

What Are the Attributes of an Effective Corporate Strategy? Is your company’s strategy clear enough, believable enough, and implementable enough to be successfully implemented across your organization? If you are the CEO or a member of the executive leadership team, our research tells us that your answer is probably “yes.”

Strategy 36

Strategy Strategy Strategy& System 36

Johanna Rothman

JUNE 4, 2024

Choose a Role That Fits Your Situation You might have heard of situational leadership. And given the plethora of “agile” coaches, too many managers have relinquished their coaching roles to these (supposed) agilists. I feel another blog post coming on.) That's useful, but not enough for me.

Efficiency 82

Efficiency Management How To Metrics 82

LSA Global

JANUARY 1, 2024

Yet, the traditional approach to strategy typically assumes modest shifts in markets, competitors, partners, strategies, cultures, and talent. If executive teams want to craft a winning strategy , they should consider best practices for strategic planning during uncertainty. But we all know that things change.

Culture 36

Culture Agile Leadership Strategy 36

LSA Global

DECEMBER 3, 2019

A Common Problem When Leaders Disagree on Strategy. After massive investments of time and money, too many companies report failing at strategy execution. What’s Causing the Disconnect between Strategic Planning and Strategy Implementation? Six Tips on Moving Forward When Top Leaders Disagree on Strategy.

Strategy 36

Strategy Strategy Strategy& Leadership 36

Kates Kesler

DECEMBER 16, 2013

Very large multi-national product companies need to find creative ways to enjoy the benefits of scale while remaining agile. Agility and scale rarely co-exist in the design of the organizational operating model. So why is it so hard to create networked, agile teams in large, global product companies? The global/local tension.

Agile 50

Agile Analysis Apparel Resources 50

LSA Global

FEBRUARY 15, 2024

Experienced leaders know that organizational change is a constant and vital force that either propels strategies and people forward or stops them in their tracks. New strategies and changes must go through your culture and your people to be successfully implemented. Do You Leverage Change Friction to Change Behaviors at Work?

How To 36

How To Agile Culture Change Management 36

LSA Global

MAY 2, 2024

Understanding the cultural nuances of these approaches is important during both strategy design and strategy execution. In a low process variation organization, consistency, predictability, and meticulous attention to detail matter most to deliver on the strategy for success.

Culture 36

Culture Efficiency Strategy Strategy 36

LSA Global

JULY 1, 2017

Much has been written about strategic clarity and why it is so critical to effective strategy execution. When strategies are unclear or unbelievable, plans never make it across the finish line. And what good is a strategy if it is not translated into actions that carry the organization forward? Lack of agility.

Strategy 39

Strategy Strategy Strategy& Agile 39

LSA Global

OCTOBER 17, 2018

But there is a lot of evidence that success can cause unwanted leadership complacency and strategic vulnerability. If you are comfortable with the current performance of your business, chances are that you need a more aggressive business strategy to avoid drifting into some dangerous waters. Don’t Let Your Guard Down. Look at trends.

Strategy 28

Strategy Strategy Strategy& Agile 28

LSA Global

JULY 1, 2017

Much has been written about strategic clarity and why it is so critical to effective strategy execution. When strategies are unclear or unbelievable, plans never make it across the finish line. And what good is a strategy if it is not translated into actions that carry the organization forward? Lack of agility.

Strategy 28

Strategy Strategy Strategy& Agile 28

LSA Global

MAY 11, 2023

Done wrong, organization structures stifle innovation, collaboration, and strategy execution. To us, it feels like leadership malpractice to create an organizational structure that negatively impacts the loyalty, discretionary effort, or intent to stay of your top talent.

Culture 36

Culture Leadership Guidelines Study 36

Kates Kesler

NOVEMBER 4, 2021

As a company strategy becomes more dynamic and ambitious, leaders will often shift to a matrixed organization model to help the business excel at doing more than one thing simultaneously. What is most important is thoughtful, intentional, and consistent management routines that make new leadership behaviors and outcomes possible.

Automotive 50

Automotive Enterprise Operations Agile 50

LSA Global

JUNE 16, 2017

Strategy matters. Our organizational alignment research found that strategic clarity accounts for 31% of the difference between high and low performing organizations in terms of revenue growth, profitability, customer satisfaction, leadership effectiveness and employee engagement. strategy can anticipate every future event.

Strategy 34

Strategy Strategy Strategy& Research 34

Kates Kesler

JULY 24, 2020

Talent problems are result of organization design decisions related to organization strategy and broader organization design issues. The Star Model provides a holistic view of to look at the diversity opportunity and it starts with strategy. They start with a discussion of Talent and Leadership. Capabilities.

Talent 65

Talent Metrics Accenture Development 65

Kates Kesler

JULY 22, 2020

Talent problems are result of organization design decisions related to organization strategy and broader organization design issues. The Star Model provides a holistic view of to look at the diversity opportunity and it starts with strategy. They start with a discussion of Talent and Leadership. Capabilities.

Talent 65

Talent Metrics Accenture Development 65

Johanna Rothman

AUGUST 24, 2021

In Part 1 and 2 of this series, I wrote about how an agile approach might offer strategic benefits. And because an agile approach changes your culture, I said the agile approach was part of your strategy. So let's ask this question: Can any tool—agile or otherwise—offer you a strategic advantage? (I

Agile 105

Agile Tools Productivity Analysis 105

LSA Global

NOVEMBER 26, 2022

Top Team Leader Mistakes to Avoid at All Costs We know from our action learning leadership development programs that all leaders make mistakes. Even the most subtle leadership behaviors (e.g., Insular leaders lack humility, inclusiveness, openness, agility. We also know that what matters is how they handle them.

Agile 36

Agile Productivity Training Training 36

Kates Kesler

MARCH 7, 2022

As companies and strategies become more complex, leaders often need to start collaborating and integrating more to achieve the benefits of both agility and scale. A lot of our value at Kates Kesler is in helping leaders have difficult conversations (in some cases, conversations that have been avoided for years or even decades).

Agile 50

Agile Meeting Energy Leadership 50

LSA Global

JUNE 8, 2022

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. We see three possible strategies: build, buy, or rotate workplace talent.

Talent 36

Talent Culture Agile Development 36

LSA Global

SEPTEMBER 4, 2020

High Growth Strategies. The interesting part of the McKinsey research is that the highest growth companies employ multiple growth strategies simultaneously. Do not underestimate the importance of carefully examining how work gets done before you launch an all-out strategy for growth. The Most Common Strategic Growth Obstacles.

Emotional Intelligence 36

Emotional Intelligence Culture McKinsey System 36

Epicflow

JUNE 16, 2022

This category embraces employees, customers, and leadership and consists of the following components. . So, companies should put their efforts into embracing change: develop a strategy to encourage it, deal with employees’ resistance as well as provide them with necessary tools and environment. . Let’s explore them in detail. .

Tools 59

Tools Operations Efficiency Talent 59

Kates Kesler

JULY 2, 2015

Have conglomerates and diversified companies under-performed because of failures in enterprise strategy? Or, are these companies failing the acid test for organization effectiveness, stumbling on execution brought about by lumbering, layered, and siloed organizational models, unsuited to delivering on diverse, global strategies?

Enterprise 50

Enterprise Operations Agile Metrics 50

Cheryl Cran

MARCH 22, 2015

The new workplace requires flexibility, agility, speed of adaptability and the upgrading of the leadership/human operating system. Blog Integrating Technology with Communication to Unleash Human Potential Leadership Consultant Leadership Strategies Leadership Tips The 2020 Workplace'

Leadership 20

Leadership Agile Trends Productivity 20

LSA Global

NOVEMBER 20, 2017

All too often, policies, rules and processes that were initially created with good intentions, impede the agility that high performers need to succeed. Lack of Confidence in Leadership and Team. High performers need to believe leadership is trustworthy, capable and responsive to change. Lack of Career Development.

Talent 34

Talent Agile Leadership Survey 34

Cheryl Cran

OCTOBER 12, 2016

What is your leadership philosophy? As a CEO – I talk about leadership a lot with our partners and its very important to our firm and our business. I think about leadership every day – my first philosophy is that I believe that leaders need to have a strong foundation in values and authenticity.

Interviews 20

Interviews Emotional Intelligence Leadership Agile 20

Kates Kesler

NOVEMBER 29, 2015

Despite large-scale, well-funded change initiatives, sophisticated communication programs, and countless worldwide leadership summits, the hard work of bringing these complex organization designs to life often lacks focus or is not sustained over the three or more years that it typically takes to fully embed new ways of working.

Enterprise 50

Enterprise Metrics Operations System 50