Harmonious Workplaces

FEBRUARY 19, 2024

Photo by Christina @ wocintechchat.com on Unsplash Leaders who embrace and leverage the strengths of each generation through intentional collaboration and reverse mentoring build a workplace culture that prioritizes psychological safety. Gerpott et al. Gerpott et al.

Journal 96

Journal Culture Study Leadership 96

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

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. 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

LSA Global

JANUARY 1, 2024

Yet, the traditional approach to strategy typically assumes modest shifts in markets, competitors, partners, strategies, cultures, and talent. We also know from leadership simulation assessment data that leaders struggle to adjust strategies fast enough. The significance of culture in strategy execution cannot be overestimated.

Culture 36

Culture Agile Leadership Strategy 36

LSA Global

OCTOBER 2, 2023

Challenging Times Often Require a More Proactive Corporate Strategy Does your leadership team tend to focus on the immediate issues in front of them (a reactive corporate strategy) or do they pause and look for new opportunities (a proactive corporate strategy)? Our leadership simulation assessment data tells us that leaders need to do both.

Strategy 36

Strategy Strategy Strategy& Agile 36

LSA Global

FEBRUARY 15, 2024

We know from change management simulation data that change resistance manifests in various forms, ranging from entrenched habits and routines to cultural inertia and structural barriers. New strategies and changes must go through your culture and your people to be successfully implemented. When things are farther away from us (e.g.,

How To 36

How To Agile Culture Change Management 36

Business Consulting Agency

SEPTEMBER 22, 2023

Strategic planning ensures that the business remains agile and responsive to changing market conditions. Market Research and Analysis Consultants conduct comprehensive market research to provide insights into industry trends, consumer behavior, and competitor strategies.

Company 52

Company Efficiency Financial Operations 52

LSA Global

MAY 2, 2024

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

Culture 36

Culture Efficiency Strategy Strategy 36

LSA Global

NOVEMBER 12, 2022

But a lucky few react with a degree of strategic clarity and mental agility that allows them to adapt with relative ease. According to recent McKinsey research, successful agile transformations deliver almost 30% improvements in efficiency, customer satisfaction, employee engagement, and operational performance.

Agile 36

Agile How To Change Management Culture 36

Strategic Planning and Management Insights

MARCH 6, 2023

McKinsey & Company discovered that data-driven firms are 23 times more likely to acquire customers , six times more likely to retain them, and 19 times more likely to be profitable than their counterparts without a data-driven culture. When it comes to tracking your strategic goals, it's crucial to focus on the data that matters.

Report 98

Report Data Strategy Strategy 98

Business Consulting Agency

APRIL 11, 2024

Consultants conduct market research, assess market potential, identify target segments, and develop market entry strategies that drive growth and market share for clients. Change Management and Transformation Business consultants play a crucial role in change management, organizational transformation, and culture alignment.

Consulting 52

Consulting Deloitte Efficiency McKinsey 52

LSA Global

MAY 11, 2023

Why an Organizational Structure Designed to Promote Employee Engagement Matters Findings from our organizational culture assessment tell us that most employees feel like their companies are in a constant state of organizational flux driven by the accelerating pace of organizational change and never-ending industry disruption.

Culture 36

Culture Leadership Guidelines Study 36

Harvard Business

JUNE 20, 2017

Culture is like the wind. For organizations seeking to become more adaptive and innovative, culture change is often the most challenging part of the transformation. But culture change can’t be achieved through top-down mandate. His leadership team began with a search for purpose.

Culture 53

Culture Company Enterprise Leadership 53

Harvard Business

JUNE 27, 2016

Many of us know this intuitively: best practices are optimized for a particular place and time and don’t necessarily transfer well between cultures. That’s how it is with practices that don’t quite fit another cultural context. Managing Across Cultures. What Leadership Looks Like in Different Cultures.

Culture 33

Culture Research Case Interview Development 33

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.

Agile 28

Agile How To Enterprise Metrics 28

Harvard Business

MAY 22, 2018

I know it is critical for the leadership to embrace agile, but the sad reality is that I’m not sure our leadership team will start before it’s too late. Rather than debating the advantages of agile teams, why not start demonstrating them? Learn and experience how agile works. What can I do?”

Agile 33

Agile Energy Retail Case Interview 33

Organizational Talent Consulting

AUGUST 1, 2022

Like most leadership development opportunities, you will get the most significant return when you do the work. And it might not always be focused on traditional leadership growth. In a literature review of 81 executive coaching studies, researchers [link] found that executive coaching positively impacts the leader and the organization.

Emotional Intelligence 52

Emotional Intelligence Leadership Ethics Study 52

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. The question is how?

Talent 36

Talent Culture Agile Development 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

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. Being a compassionate leader may not be separately listed, but compassion is certainly part of all four foundational aspects of great leadership.

Leadership 36

Leadership Agile McKinsey Training 36

Harvard Business

JANUARY 22, 2018

It is tempting to regard artificial intelligence as a threat to human leadership. There is no reason to believe that leadership will be spared the impact of AI. A shift from the hard to soft elements of leadership is not exclusive to the AI age. Insight Center. Assessing the opportunities and the potential pitfalls.

Leadership 28

Leadership Agile Emotional Intelligence Benchmarking 28

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

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.

Strategy 36

Strategy Strategy Strategy& Talent 36

Harvard Business

AUGUST 8, 2017

At this juncture, what you think, what you say, and how you show up — in effect, your leadership presence — can have a direct impact on those you are now leading and managing for the first time. Set a leadership values-based goal. Leadership presence is therefore an “and/both” versus an “either/or.”

Leadership 47

Leadership Management Emotional Intelligence Agile 47

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

Harvard Business

MAY 18, 2018

Repeatedly, research cites the human factor as the leading reason why mergers and acquisitions fail. Organizations, processes, and cultures will be integrated for weeks and months after the organizations come together, causing disruption and uncertainty. Change agility requires an answer to the question “Why?”,

Agile 51

Agile Efficiency Culture Trends 51

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. Misaligned and Underestimated Cultural Norms.

Emotional Intelligence 36

Emotional Intelligence Culture McKinsey System 36

Peter Stark

APRIL 9, 2021

Amy Edmondson, a Harvard Business School researcher, defines psychological safety as a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. . More ability to be agile in a network of teams; more likely to collaborate. More sharing of suggestions and ideas. Quicker innovation.

Culture 49

Culture Leadership Research Sales 49

Harvard Business

SEPTEMBER 18, 2017

Through team-building exercises and the careful establishment of norms and processes, leaders aim to create a culture of trust, psychological safety, and good feeling. But should enterprise leadership teams also pursue cohesion? As he told us, “Creating a culture of performance and results is pivotal. Team processes.

Enterprise 28

Enterprise Culture Agile Leadership 28

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. Lack of distributed leadership. For a strategy to make a true difference, it must be properly executed.

Strategy 39

Strategy Strategy Strategy& Agile 39

Cheryl Cran

APRIL 11, 2018

Research by Cloverpop states that decisions are 87% more successful when made by teams. Teams that follow an inclusive process of diverse generational input along with diverse gender/personality/cultural input make decisions two times faster and cut meeting times in half. The days of the lone wolf are long gone.

Agile 26

Agile Leadership Efficiency Research 26

Cheryl Cran

SEPTEMBER 23, 2016

In an ILM research report it found that in the future of work teams will need to be agile, communication will need to be swift and decisions will need to be made quickly. The key element for success in a company where everyone is a leader is a culture of ‘shared leadership’. What can you do now to be future ready now?

Leadership 20

Leadership Agile Culture Training 20

Harvard Business

NOVEMBER 23, 2017

We built on this research by going beyond the lens of the individual leader to investigate how the most successful teams bridge the gap. To do this, we examined how 49 enterprise leadership teams spend their time and also looked at their perceived effectiveness on critical behaviors of a senior team.

Strategy 41

Strategy Strategy Strategy& Enterprise 41

Harvard Business

OCTOBER 13, 2016

Since early 2015, when he began working with Sodexo’s executive committee as the global services firm’s chief transformation officer, Sunil Nayak has undergone his own leadership transformation. These four competencies are the basis for global leadership. ” Insight Center. Project Credibility.

Emotional Intelligence 28

Emotional Intelligence Talent Culture Leadership 28

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. Lack of distributed leadership. For a strategy to make a true difference, it must be properly executed.

Strategy 28

Strategy Strategy Strategy& Agile 28

LSA Global

JUNE 16, 2017

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 matters. Overly rigid adherence to the plan.

Strategy 34

Strategy Strategy Strategy& Research 34