Brimstone Consulting

AUGUST 26, 2021

With no time for planning, we were forced to innovate, to be agile , and be more human. Rather than make a decision for employees, the company decided to conduct a survey and ask where employees would like to work. While challenging, we have, individually and collectively, accomplished the previously unimaginable.

Strategy 71

Strategy Strategy Strategy& Agile 71

Harvard Business

OCTOBER 11, 2016

Our research at the Agile Talent Collaborative reinforces findings from Accenture and other consulting and research firms: the use of freelancers — or agile talents as we call them — is growing, and for reasons that go well beyond cost efficiency. For example, Qualcomm includes its agile talent when the team is in training.

Agile 28

Agile Development Talent Deloitte 28

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

Makarios Consulting

AUGUST 3, 2022

Consider conducting focus groups or distributing surveys to get customer feedback, and pay close attention to what is said in the reviews you are getting online. Third, be flexible and agile to respond to customer needs. Is purchasing activity decelerating? Are product or service choices shifting?

B2B 76

B2B B2C Trends Agile 76

LSA Global

FEBRUARY 26, 2022

The situational leadership approach asks leaders and managers to adapt their leadership style to the specific situation and readiness of their followers. In fact, other than following up on employee engagement survey results , how leaders lead has the greatest impact on overall employee engagement and retention.

Survey 36

Survey Leadership Training Training 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

LSA Global

AUGUST 6, 2021

We know from experience and from a recent IBM survey that less than 10% of carefully crafted strategies are being successfully implemented. Lack of Agility Not even the most well researched and well-designed strategies can predict all the events that could hinder strategy execution. The question is why.

Strategy 36

Strategy Strategy Strategy& How To 36

LSA Global

MAY 11, 2023

The Undisputed Value of Engaged Employees Our employee engagement survey data shows that engaged employees drive 8% greater productivity, 12% higher customer satisfaction, and 51% less voluntary turnover. How fair and balanced is your leadership succession process in calibrating leadership performance and potential?

Culture 36

Culture Leadership Guidelines Study 36

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. Frequently leaders look for a coach to help adapt their leadership style, deal effectively with change, or build high-quality trust-based relationships.

Emotional Intelligence 52

Emotional Intelligence Leadership Ethics Study 52

Makarios Consulting

AUGUST 3, 2022

Consider conducting focus groups or distributing surveys to get customer feedback, and pay close attention to what is said in the reviews you are getting online. Third, be flexible and agile to respond to customer needs. Is purchasing activity decelerating? Are product or service choices shifting?

B2B 52

B2B B2C Trends Agile 52

Brimstone Consulting

JUNE 28, 2021

A recent survey finds that although nine out of ten executives envision implementing a hybrid model going forward, only one in ten organizations have begun to communicate and pilot their vision. It has forced innovation, forced agility, and enabled accomplishments that previously had been unimaginable.

Guidelines 61

Guidelines Agile Policies Survey 61

LSA Global

JANUARY 6, 2023

Organizational Agility — Do You Have an Adaptable Enough Corporate Culture? It’s up to leadership to actively involve those affected by change in creating a compelling vision for change with an implementable plan for their unique situation. Certainly, one can admire an organization with a strong sense of direction and company purpose.

Culture 36

Culture Methodologies Change Management Agile 36

LSA Global

DECEMBER 3, 2019

A recent McKinsey survey of 800 companies found that a whopping 77 percent of strategic decisions were made outside of the original strategic plan. 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. Include a Caveat.

Strategy 36

Strategy Strategy Strategy& Leadership 36

LSA Global

APRIL 2, 2021

If you are the CEO or a member of the executive leadership team, our research tells us that your answer is probably “yes.” That would help to explain IBM’s survey that found less than 1 out of 10 strategies are effectively executed. How can you expect employees to execute and commit to a plan they don’t fully understand?

Strategy 36

Strategy Strategy Strategy& System 36

Harvard Business

AUGUST 25, 2016

We expected people to point the finger at leadership (or lack thereof) to explain their organizations’ innovation struggles. While respondents did note some gaps in leadership effectiveness, they were more likely to highlight opportunities for their team members to improve. Fall in love with the problem, not your solution.

Leadership 28

Leadership Energy Agile Productivity 28

Harvard Business

MAY 18, 2018

In this environment, change agility needs to be part of the new organization’s and leaders’ DNA. Successful change-agile leaders at all levels in the organization respond to changes in the business environment by seizing opportunities, including throwing out old models and developing new ways of doing business.

Agile 47

Agile Efficiency Culture Trends 47

LSA Global

APRIL 4, 2022

Customer Experience Transformation Transforming your customer’s experience is far more comprehensive an effort than just musing about customer behavior or surveying a slice of your market. This is where the leadership plays an absolutely fundamental role.

Metrics 36

Metrics Comparison System Agile 36

Harvard Business

JULY 19, 2017

Operational excellence, customer intimacy, or product leadership — successful companies excel in one dimension and perform well in the others. Zurich Insurance Group Takes Its IT Infrastructure to the Agile Cloud. Digital transformation requires new strengths. That may change as a company undergoes a digital transformation.

Enterprise 28

Enterprise Insurance Insurance Agile 28

Asamby Consulting

MAY 4, 2022

In early 2022, we conducted retrospectives for past client work (as you do in an agile team), and we've also found this pattern. Understand the user(s) and their ecosystem Gather information on the current meeting patterns a short survey is sent to the team to retrieve comparable data (see graphic 3). You can unsubscribe at any time.

Meeting 52

Meeting Tools Survey Productivity 52

Harvard Business

MAY 16, 2017

And yet organizational leadership all too often demonstrates outright technology torpitude. An unprepared, lethargic leadership only amplifies the consequences of a security breach. Instead of “risk management,” we propose thinking of it as “risk agility.”

Training 30

Training Training Agile Enterprise 30

LSA Global

NOVEMBER 20, 2017

Here are the top seven high performer employee engagement warning signs from our Best Places to Work Employee Engagement Survey Data : #1. 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.

Talent 34

Talent Agile Leadership Survey 34

Harvard Business

SEPTEMBER 19, 2016

In a survey of 77 of my company Frontier Strategy Group’s global clients, 88.3% Country and regional leadership teams should ask: 1) What is our broad objective in this market? in anticipation of interest rate hikes by the U.S. Federal Reserve. Is it market share? Is it profitability?

Marketing 28

Marketing Company Agile Sales 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. This includes forums for employees to voice concerns via surveys (e.g., They also responded to items that corresponded to the Leinwand et al. framework, as detailed below.

Strategy 36

Strategy Strategy Strategy& Enterprise 36

Harvard Business

OCTOBER 27, 2017

In a new global survey by the Economist Intelligence Unit (EIU), the most frequently cited barrier to implementing strategy was culture. Companies in the survey cited several different cultural barriers that have impacted their strategic implementations. The importance of active and visible leadership cannot be overstated.

Culture 28

Culture Strategy Strategy Strategy& 28

Harvard Business

OCTOBER 3, 2017

As digital technologies permeate all aspects of their operations, companies around the world anticipate the need for massive change over the next five years, according to a new global survey by Harvard Business Review Analytic Services. But can these organizations adapt fast enough?

Company 28

Company Survey Operations Productivity 28

Cheryl Cran

FEBRUARY 8, 2015

An IBM survey in 2012 stated that companies main focus is technology. With the increase on focus on technology there is an increased need for extraordinary leadership. What it means to upgrade the leadership OS is for leaders to shift the way they think, strategize, innovate and influence others.

Leadership 20

Leadership Automotive Fashion Survey 20

Harvard Business

SEPTEMBER 18, 2017

But should enterprise leadership teams also pursue cohesion? To explore this question, over the course of six years, we surveyed senior-most leadership teams 99 times at companies representing a variety of industries, including financial services, food and beverage, energy, technology, healthcare, and retail. .”

Enterprise 28

Enterprise Culture Agile Leadership 28

Cheryl Cran

FEBRUARY 8, 2015

An IBM survey in 2012 stated that companies main focus is technology. With the increase on focus on technology there is an increased need for extraordinary leadership. What it means to upgrade the leadership OS is for leaders to shift the way they think, strategize, innovate and influence others.

Automotive 20

Automotive Leadership Fashion Survey 20

Cheryl Cran

FEBRUARY 8, 2015

An IBM survey in 2012 stated that companies main focus is technology. With the increase on focus on technology there is an increased need for extraordinary leadership. What it means to upgrade the leadership OS is for leaders to shift the way they think, strategize, innovate and influence others.

Automotive 20

Automotive Leadership Fashion Survey 20

Harvard Business

JUNE 27, 2016

In a 2014 global survey of Human Capital Trends conducted by Deloitte , 57% of respondents said that their organizations are “weak” when it comes to helping leaders manage difficult schedules and helping employees manage information flow, and that there is an urgent need to address this challenge. Develop mental agility.

Energy 36

Energy Agile Survey Training 36

Cheryl Cran

SEPTEMBER 15, 2015

Companies with a majority workforce of independent/entrepreneurial workers have more agility, have greater innovation and are highly attractive to high performing talent. Changing the minds of the leadership to being more adaptable to a constantly changing workforce rather than a majority workforce where people are in static roles/jobs.

Healthcare 20

Healthcare Deloitte Leadership Talent 20

Cheryl Cran

SEPTEMBER 15, 2015

Companies with a majority workforce of independent/entrepreneurial workers have more agility, have greater innovation and are highly attractive to high performing talent. Changing the minds of the leadership to being more adaptable to a constantly changing workforce rather than a majority workforce where people are in static roles/jobs.

Healthcare 20

Healthcare Deloitte Leadership Talent 20

Harvard Business

MARCH 22, 2017

For Equinix, surveys revealed that a third of employees were not confident explaining its company story. The leadership team conducts a weekly evaluation to assess, “Is what we’re doing working?” Marketers are adopting the business practices of entrepreneurs such as lean startup and agile development.

Marketing 36

Marketing Agile Fashion Sales 36

Harvard Business

MAY 7, 2018

Bain & Company, in partnership with Google, surveyed nearly 1,700 global marketing and media decision makers to learn more about the value they’re gaining from investments in digital information and technology. Downey: You surveyed marketers in North America, Europe, Australia and Japan. Beaudin: No.

Data 28

Data Marketing Bain Media 28

Harvard Business

OCTOBER 27, 2017

In a new global survey by the Economist Intelligence Unit (EIU), 90 percent of respondents said their organizations failed to reach all of their strategic goals because of flawed implementation. The importance of active and visible leadership cannot be overstated. You need to give equal priority and attention to delivering it.

Strategy 28

Strategy Strategy Strategy& Resources 28

Harvard Business

JUNE 23, 2017

Nurtured correctly, it can help a company achieve scale insurgency — a company with the benefits of both size and agility. We believe the founder’s mentality is a strategic asset. But many individual founders aren’t scalable.

Talent 31

Talent Company Culture Bain 31