Brimstone Consulting

JUNE 7, 2022

To support this change effort, the CEO engaged Brimstone to help embed the desired culture and rethink and refresh the organization’s strategy starting with the executive leadership team and enterprise strategy and then rolling out a similar process to the other business division. The impact of this program was significant.

Case Study 66

Case Study Case Studies Study Leadership 66

Kates Kesler

JUNE 11, 2014

He wanted to challenge his team, as part of the strategic talent review process, to think about whether or not the company’s organizational architecture was suited to its growth plan to double in size. The strategy worked until growth slowed in both developed and developing markets. Learning from Big Companies.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82

Harvard Business

MAY 18, 2018

CEB reports that the average organization has undergone five enterprise-wide changes in the past three years and 73% expect change to accelerate (URL: [link] ). In this environment, change agility needs to be part of the new organization’s and leaders’ DNA. Change agility requires an answer to the question “Why?”,

Agile 45

Agile Efficiency Culture Trends 45

Harvard Business

NOVEMBER 27, 2018

Other enterprises and their functions are looking to leverage technology to optimize and augment existing operations. In what Gartner calls a third era of enterprise IT, existing investments must be rebalanced and combined with new, disruptive technologies. Aligned Organizational Culture and Capabilities.

Enterprise 28

Enterprise Agile Sales Operations 28

Harvard Business

SEPTEMBER 4, 2017

Productivity in most developed economies has been anemic. Beyond wages, other forms of investment in human capital include education and training, improved healthcare, and other, less obvious investments, such as the time and space to explore new ideas and professional development opportunities.

Agile 40

Agile Energy Productivity Talent 40

Harvard Business

APRIL 6, 2017

Employee burnout is a common phenomenon, but it is one that companies tend to treat as a talent management or personal issue rather than a broader organizational challenge. The true cost to business can be far greater, thanks to low productivity across organizations, high turnover, and the loss of the most capable talent.

Company 53

Company Energy Tools Talent 53

Harvard Business

FEBRUARY 13, 2018

That’s why it’s imperative to step up and build the capability to innovate and be agile across the entire enterprise. Don’t focus on hiring people who have cutting-edge skills; instead, develop a “no man or woman left behind” philosophy. You’re not the only executive feeling that way.

Agile 28

Agile Talent Culture Data 28

Harvard Business

OCTOBER 3, 2017

Advances in platform technology are helping organizations make strides toward long-standing goals of agility, simplicity, and cost savings. The transformation of platforms from complex and expensive stacks of hardware into flexible computing resources represents a major step toward enabling business agility. Click HERE.

Agile 28

Agile Resources Government Enterprise 28

Harvard Business

MARCH 28, 2017

Gartner predicts 41 percent of enterprise revenue will come from digital business by 2020—almost double what the percentage was in 2015 (Gartner, 2016). Read more from Korn Ferry: How to Develop Leaders Who Can Drive Strategic Change. Preparing for the Future of Talent Acquisition. Discipline and Focus. Connectivity.

Agile 28

Agile Talent Data Efficiency 28

Harvard Business

NOVEMBER 23, 2017

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. The academic literature as well as our consulting experience suggest that the ability to prioritize is a key ingredient to an enterprise leadership team’s success.

Strategy 35

Strategy Strategy Strategy& Enterprise 35

Harvard Business

SEPTEMBER 18, 2017

But should enterprise leadership teams also pursue cohesion? Most teams (55 teams comprised of 700+ senior executives) also responded to items focused on organization performance —comparing themselves to industry peers — and included dimensions such as Sales and Revenue Growth, New Product Development, and Market Share.

Enterprise 28

Enterprise Culture Agile Leadership 28

Harvard Business

JANUARY 12, 2018

All too often, individual leaders seek — indeed are incentivized — to protect and optimize their own domains, and find themselves locked in energy-sapping internal turf wars, rather than working with peers to align and improve across the entire enterprise. What Do Enterprise Leaders Do?

Company 28

Company Enterprise System Leadership 28

Harvard Business

MAY 18, 2018

Workers will be empowered to drive business outcomes, have material impact, and continually develop their potential. Living: Business will combine external awareness and a highly agile organization that continually reshapes and adapts to a volatile market.

Accenture 28

Accenture Strategy Strategy Strategy& 28

Brimstone Consulting

JANUARY 19, 2021

The ultimate playbook for developing brave leaders and courageous cultures. Whatever their circumstances, the managers who ultimately became the focus of Gallup’s research were those who excelled at turning each individual employee’s talent into high performance.”. Dare to Lead by Brene Brown. Good to Great by Jim Collins.

Leadership 52

Leadership Case Interview Culture Company 52

Harvard Business

AUGUST 7, 2017

In my experience with dozens of organizations implementing IoT solutions, those that achieved their expected ROI changed their traditional business approaches in one or more of the following ways: They Developed a Partner Ecosystem. They Update Their Talent Management Strategies. The essence of IoT is interconnectivity.

ROI 28

ROI Operations Talent Accenture 28

Harvard Business

AUGUST 3, 2016

Consider the core mission of the modern IT department: Taking in all the technology “mess” (often from several different divisions), developing the necessary competencies, and delivering savings and efficiency to the company. The unit has fewer than 100 people divided among data science/analytics, technology, and social media.

Operations 28

Operations Chemicals Data Agile 28

Harvard Business

DECEMBER 19, 2016

CEOs must be agile and adaptive, operating from a mindset of continual anticipation and appraisal in order to make timely investment decisions and oversee speedy execution. Drawing in new talent versus integrating a cohesive team. However, the pace of global business now often precludes doing traditionally rigorous diligence.

Intellectual Property 28

Intellectual Property Talent Industry Culture 28

Harvard Business

MAY 24, 2016

With the rapid development of the Internet of Things , incorporating up-to-the-minute digital technology has become critical to its product innovation. They do this with methods proven useful in accelerating software development, such as “ Agile ,” and which are increasingly being used for hardware product development, too.

Metrics 32

Metrics Survey Software Operations 32

Harvard Business

FEBRUARY 2, 2018

The question really is: Can digital natives develop software-enabled solutions that siphon off significant value from industrial hardware? Mastery of hard science is a pre-requisite to develop software-based solutions on the hardware. If so, how can the industrial giants compete to attract the best talent?

Industry 28

Industry Software Engineering Efficiency 28

Harvard Business

MAY 16, 2016

As if that weren’t tough enough, another challenge for corporate leaders is how to make sense of strategic alignment at both the team / business unit level (or division or department, however it is classified) and at the enterprise level. And yet it is possible.

Banking 35

Banking Film Strategy Strategy 35

Epicflow

JANUARY 12, 2024

Check out our selection of events for project/resource managers, business leaders, and industry professionals, which will provide you with valuable insights into recent trends and challenges, networking opportunities, and contribute to your professional development.

Industry 52

Industry Automotive Pharmaceuticals Management 52