LSA Global

APRIL 1, 2024

Strategic Vision , Company Mission , Corporate Values , and Optimizing Strategies) serve as an organization’s North Star. You will know that you have more work to do if people are uncertain about shared goals or feel pulled in different directions by conflicting priorities or misaligned cultural expectations and metrics for success.

Agile 36

Agile Resources Leadership Culture 36

Business Consulting Agency

APRIL 18, 2024

Strategic Technology Planning Technology consulting services assist companies in developing strategic technology plans aligned with business goals, objectives, and growth strategies. Enhanced scalability, agility, and adaptability to market changes. Reduced IT costs and optimized resource utilization.

Consulting 52

Consulting Tools Training Training 52

LSA Global

MAY 16, 2024

By actively involving people in the change strategy and design process and by openly sharing information about what is happening, leaders can mitigate uncertainty and build confidence in the organization’s direction. Can your leaders encourage the agile mindsets at work required to successfully navigate change ?

Leadership 36

Leadership Change Management Agile Benchmarking 36

Johanna Rothman

MARCH 26, 2024

That's why I wrote Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. ) Too often, that means people work in resource efficiency, not in flow efficiency. Yes, Little's Law and the flow metrics rule our work. If you can use a Gantt chart and you find it valuable, that's fine.

How To 69

How To Metrics Tools Productivity 69

Kates Kesler

APRIL 7, 2022

Agility” is the management word of the decade for sure. But to move with agility in a complex organization requires leaders to be confident that important decisions are being made at the right level and location across the enterprise. A common strategy is created by representatives of the network and is broadly communicated.

Agile 65

Agile Enterprise Metrics Talent 65

LSA Global

DECEMBER 3, 2019

A Common Problem When Leaders Disagree on Strategy. After massive investments of time and money, too many companies report failing at strategy execution. What’s Causing the Disconnect between Strategic Planning and Strategy Implementation? Six Tips on Moving Forward When Top Leaders Disagree on Strategy.

Strategy 36

Strategy Strategy Strategy& Leadership 36

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

NOVEMBER 23, 2017

The strategy-to-execution gap is an enduring problem with no easy solution. ” In their seminal HBR piece , Paul Leinwand, Cesare Mainardi, and Art Kleiner outlined what senior leaders must do to close the strategy-to-execution gap. Translate strategy into everyday processes and capabilities. Hulton Archive/Getty Images.

Strategy 50

Strategy Strategy Strategy& Enterprise 50

Kates Kesler

DECEMBER 16, 2013

Very large multi-national product companies need to find creative ways to enjoy the benefits of scale while remaining agile. Agility and scale rarely co-exist in the design of the organizational operating model. So why is it so hard to create networked, agile teams in large, global product companies? The global/local tension.

Agile 50

Agile Analysis Apparel Resources 50

LSA Global

FEBRUARY 12, 2024

Creating an aligned and high performance culture that sets the stage for peak performance is about a lot more than just designing a corporate strategy and deploying the resources to deliver on it. To assess potential, you must use assess specific personality traits, motivation , and learning agility.

Emotional Intelligence 36

Emotional Intelligence Leadership Talent Agile 36

LSA Global

MAY 25, 2022

New strategies, competitive pressures, leaders, products, and approaches. People Team goals , roles, success metrics, and interdependencies were unclear and misaligned. The highly customized executive strategy session focused on: People feeling heard, understood, and appreciated. Assessed the Current Situation.

Talent 36

Talent Agile Metrics Construction 36

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? For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself.

Strategy 28

Strategy Strategy Strategy& Company 28

Harvard Business

AUGUST 29, 2018

Typically they end up as an app or a custom feature in an Enterprise Resource Planning (ERP) system. Yet it also gives you an agile way to work: you don’t waste time or dollars when there are no results, and you develop a fast-fail mentality to learn what works and what doesn’t. Shift 3: See people as multipliers of value.

Strategy 28

Strategy Strategy Strategy& Agile 28

LSA Global

JUNE 9, 2023

Getting succession planning right takes a lot of dedicated time, effort, resources. Does your talent management strategy make it clear who is ultimately responsible for leadership succession planning? Then establish the necessary goals, roles, success metrics, and processes to set them up for success.

Leadership 36

Leadership Deloitte Development Research 36

Harvard Business

NOVEMBER 29, 2018

A core challenge of management is to ensure that the organization’s priorities, strategies, and metrics are consistently embraced and that any impediments are identified and addressed quickly. Metrics that are reported daily, such as “units at capacity.” It ensures alignment of goals, resources, and people.

System 40

System Healthcare Metrics Operations 40

Kates Kesler

NOVEMBER 29, 2015

Companies do not become more global just because they have added worldwide product and brand teams, or global functions and councils, to manage centrally driven growth strategies and programs. Leaders do not know how and are not motivated to work in a matrix – metrics and reward systems continue to reinforce lack of enterprise thinking.

Enterprise 50

Enterprise Metrics Operations System 50

Harvard Business

OCTOBER 3, 2018

At one point, the CEO indicated that he would know that the right shift had occurred when the CFO, chief strategy officer, and other C-level leaders were seeking the CMO’s advice on strategic business problems. As an example, the CEO had been discussing the importance of driving more agile decision making.

Advertising 28

Advertising Agile Marketing Meeting 28

Harvard Business

MARCH 22, 2017

That takes time and resources – and it also requires bringing creative thinking to unfamiliar problems. The metrics also changed. Today, the ability to measure data and adjust strategies in real-time enables marketing to prove its value to the business in entirely new ways. The results?

Marketing 50

Marketing Agile Fashion Sales 50

Harvard Business

JUNE 13, 2018

By Surya Panditi, GM, Agile Management, CA Technologies. So organizations today are staying ahead of the curve by scaling agile and building agility into everything they do, and extending agile techniques and practices across teams, teams-of-teams, non-IT organizations and even across the business as a whole.

Agile 28

Agile Metrics Productivity Resources 28

Harvard Business

JULY 1, 2016

No strategy is static. By tracking a metric, they can sell optimized wait times (elevators as a service) rather than banks of elevators based on price. How Digital Business Models Are Changing. Sponsored by Accenture. That, in turn, has allowed the elevator companies to revamp their business models.

Productivity 44

Productivity Engineering Accenture Banking 44

Harvard Business

NOVEMBER 9, 2016

what this produces for the business and for shareholders — the critical outcome metrics by which the organization will be judged. 5 Strategy Questions Every Leader Should Make Time For. Nor is it something that leaders should do only once a year, at the strategy offsite or at the start of the strategic planning round.

Leadership 45

Leadership Agile Metrics Exercises 45

Harvard Business

DECEMBER 13, 2017

The art of resource allocation (it is not a science!). Defining and tracking success metrics. Managing tight deadlines, revenue targets, market demands, prioritization conflicts, and resource constraints all at once is not for the faint of heart. They also have more influence and authority over company resources.

Productivity 28

Productivity Management Engineering Case Interview 28

Epicflow

JUNE 17, 2022

Product portfolio management helps find the most appropriate strategy to gain the desired business objectives as well as evaluate the success of each product or service and make corresponding improvements if necessary. Good Product Portfolio Management Contributes to Better Resource Utilization.

Productivity 98

Productivity Management Resources Software 98

Kates Kesler

JUNE 11, 2014

Our sports-apparel CEO had the right idea in challenging his team to think about the organization and ask: are we fit for growth, given our strategies going forward? At a glance, the study revealed these themes: There is no common pattern for a ‘best organization design’ regardless of size, strategy, or industry.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82

Harvard Business

NOVEMBER 7, 2018

This creates the conditions in which key stakeholders can explore new strategies together. In an agile and experimental process, the team participated in reimagining this new role, critiqued it and iterated on it, helping them feel that they were leading change rather than being subject to it. Step 4: Test critical assumptions.

System 28

System Healthcare Methodologies Metrics 28

Progressus

OCTOBER 25, 2023

We’re talking digitization and the shift toward data-first business strategies. Digital agility. Technology enables greater agility. Professional services firms must move fast to accelerate digital transformation, build a unified data strategy, and lock down a competitive advantage.

Data 52

Data Agile Tools Talent 52

Harvard Business

OCTOBER 27, 2017

Every CEO or leader knows that strategy design, coupled with excellence in the implementation of that strategy, is central to an organization’s sustainable growth and prosperity. Yet most strategic initiatives fail to deliver, and they do so at great cost in time and resources.

Strategy 28

Strategy Strategy Strategy& Resources 28