LSA Global

DECEMBER 3, 2019

Here are some tips on how to coalesce your leadership team so that everyone is pulling in the same direction: Keep Everyone’s Eye on the Prize. Explicitly measure commitment levels and do what it takes to align your leadership team. The caveat is that there must be some agility as you execute the plan. Consider the Context.

Strategy 36

Strategy Strategy Strategy& Leadership 36

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. That time is spent establishing financial and operational metrics, aligning goals with overarching strategy, allocating resources, and reviewing key metrics.

Strategy 49

Strategy Strategy Strategy& Enterprise 49

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

Harvard Business

MARCH 28, 2017

Preparing for the Future of Talent Acquisition. This revealed five essential leadership and organizational capabilities: discipline and focus, agility, connectivity, openness and transparency, and empowerment and alignment. Agile organizations are connected organizations. Discipline and Focus. Connectivity.

Agile 28

Agile Talent Data Efficiency 28

Harvard Business

NOVEMBER 22, 2017

Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business? As companies move to more agile operating models , they must learn to balance accountability with autonomy. How do banks switch customer relationships from branch offices to mobile phone screens?

Strategy 28

Strategy Strategy Strategy& Company 28

Harvard Business

DECEMBER 19, 2016

Pursuing cost leadership versus differentiating for value. Leadership is changing — fast. 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.

Intellectual Property 28

Intellectual Property Talent Industry Culture 28

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. As senior leadership peeled back the organizational onion, a clear case for change emerged in 2013. Learning from Big Companies.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82

Harvard Business

DECEMBER 18, 2017

As the half-life of specific skills diminishes , and machines become proficient at tasks including even decision-making, then fundamentally human capabilities become more important: empathy, curiosity, creativity, imagination, emotional and social intelligence, leadership, and the development of other people.

Balance Sheet 28

Balance Sheet Efficiency Agile Financial 28

Harvard Business

MAY 7, 2018

Do we have the right talent to analyze and act on that information? more likely to refresh critical marketing metrics and dashboards at least weekly. Downey: If company size doesn’t appear to give some marketers an edge, are there any common traits you see as critical to putting a brand in a leadership position?

Data 28

Data Marketing Bain Media 28