The Source

JANUARY 15, 2021

Here are our top three: A more agile mindset. Many of those responsible for content production in consulting firms really stepped up to the plate in 2020, helping meet the huge appetite for information and guidance at a time when their clients were crying out for support.

Leadership 59

Leadership Turnaround Agile Trends 59

Progressus

NOVEMBER 10, 2023

Agility Evolution Agile transformation represents an ongoing effort to improve efficiency and effectiveness of the organization. Leading organizations have the agility and flexibility needed to respond to disruptions, evolve with market conditions, and act on emerging trends without clunky processes holding them back.

Agile 52

Agile Tools Data Talent 52

1 to 1

AUGUST 18, 2021

Meeting these challenges while reducing cost to serve will require a digital-first, customer-centric approach. More often we are seeing digitally transforming legacy support systems as a key to meeting modern expectations. These roll up into what we call ‘effortless’ experiences, which will define the new age in retail.

Retail 26

Retail Strategy Strategy Strategy& 26

Harvard Business

MARCH 12, 2018

Many legacy companies would like to transform themselves into agile, talent-first organizations. But when some CEOs in this position look at the people they employ, they discover a problem: a swath of their existing team doesn’t have the necessary skills or metabolism for change to meet the new challenges.

Talent 28

Talent Engineering Case Interview Turnaround 28

1 to 1

DECEMBER 7, 2021

When volume surges or the unexpected happens, organizations can pivot and scale support capacity quickly to meet customer needs across channels. And of course, the cloud’s ability to react with speed and agility based on fluctuating volume will be key this holiday season. Strategy #3: Combine automation & empathy.

Retail 26

Retail Strategy Strategy Strategy& 26

Harvard Business

DECEMBER 7, 2016

While some situations demand outside successors — such as a turnaround or a discontinuous shift in the industry and strategy – we believe that internal candidates remain the future CEOs-of-choice. Does he or she possess the agility and courage required to make difficult choices? How does this impact his or her leadership?

Leadership 28

Leadership Talent Turnaround Benchmarking 28

Harvard Business

OCTOBER 10, 2016

To meet these challenges, we see three priorities for developing the next generation of leaders in the “work-disrupted” age: Mastery of Digital. Mastering digital requires leaders to be agile amid disruption. Digital technology is increasing the complexity and options associated with this plurality of work.

Development 28

Development Leadership Talent Agile 28