Progressus

OCTOBER 27, 2023

And it’s those common links that inform tech investments, transformation strategies, and how firms respond to the disruptive forces that define the modern business landscape. A recent SAP-Oxford survey identified three key models emerging in the professional services industry: 1.

Industry 52

Industry SMB Software Talent 52

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 48

Strategy Strategy Strategy& Enterprise 48

LSA Global

MAY 11, 2023

Done wrong, organization structures stifle innovation, collaboration, and strategy execution. 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.

Culture 36

Culture Leadership Guidelines Study 36

Organizational Talent Consulting

MARCH 28, 2022

A recent survey of leaders across companies with under $10m to over $1bn in annual revenue identified the following negative consequences associated with ineffective leadership communication: 52% reported higher stress levels. Cultivate Your Cultural Agility. I experienced the importance of cultural agility early in my career.

Leadership 52

Leadership Emotional Intelligence Agile Culture 52

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 a Voice. Lack of an Engaging Project.

Talent 34

Talent Agile Leadership Survey 34

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 53

Agile Efficiency Culture Trends 53

Harvard Business

NOVEMBER 27, 2018

In our surveys, more than 66% of CEOs said they expect their companies to change their business model in the next three years, with 62% reporting they have management initiatives or transformation programs underway to make their business more digital. New skills are emerging, and existing skills are evolving and expiring.

Enterprise 28

Enterprise Agile Sales Operations 28

Organizational Talent Consulting

AUGUST 1, 2022

Shifting Assumptions and Perceptions Mergers and acquisitions (M&A) are key growth strategies for many organizations: entering new marketplaces, acquiring new technologies, and leveraging scale and size. Coaching helps leaders shift assumptions and perceptions and adopt positive cross-cultural motivation, vision, and cultural agility.

Emotional Intelligence 52

Emotional Intelligence Leadership Ethics Study 52

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 48

Energy Agile Survey Training 48

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. Independent/entrepreneurial workers work both in hubs at the office as well as remotely which means the majority will have high levels of technological aptitude.

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. Independent/entrepreneurial workers work both in hubs at the office as well as remotely which means the majority will have high levels of technological aptitude.

Healthcare 20

Healthcare Deloitte Leadership Talent 20

Cheryl Cran

FEBRUARY 8, 2015

An IBM survey in 2012 stated that companies main focus is technology. Leaders who can skillfully maneuver the fast paced change of technology AND have increased agility in leading change and influencing teams to greater results is increasingly hard to find.

Leadership 20

Leadership Automotive Fashion Survey 20

Cheryl Cran

FEBRUARY 8, 2015

An IBM survey in 2012 stated that companies main focus is technology. Leaders who can skillfully maneuver the fast paced change of technology AND have increased agility in leading change and influencing teams to greater results is increasingly hard to find.

Automotive 20

Automotive Leadership Fashion Survey 20

Cheryl Cran

FEBRUARY 8, 2015

An IBM survey in 2012 stated that companies main focus is technology. Leaders who can skillfully maneuver the fast paced change of technology AND have increased agility in leading change and influencing teams to greater results is increasingly hard to find.

Automotive 20

Automotive Leadership Fashion Survey 20

Organizational Talent Consulting

NOVEMBER 13, 2023

You might be surprised to learn that 360-degree surveys are used in over 85% of Fortune 500 companies. A company-wide or team view of 360-degree feedback provides talent management insights into organizational performance and culture. Organizational Talent Consulting. Feedback is the lifeblood of a high-performing team.

Leadership 72

Leadership Tools Education Journal 72

Harvard Business

OCTOBER 27, 2017

Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. As a result, strategies fail, customers leave, key talent is lost, and financial performance suffers.

Strategy 28

Strategy Strategy Strategy& Survey 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. How to Find and Hire the Right Digital Talent for Your Organization.

Company 28

Company Survey Operations Productivity 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. Some 55% of executives cite the problem of revenue growing faster than talent: The company grows so quickly that it has trouble attracting the quality and amount of talent that it needs.

Talent 38

Talent Company Culture Bain 38

Harvard Business

AUGUST 7, 2017

And a new survey by Cisco found that one-third of all completed IoT projects were not considered a success. Companies deploying IoT successfully in industrial sectors such as manufacturing, oil and gas, mining, and transportation are seeking multiple agile partners with open IP architectures to co-create solutions.

ROI 28

ROI Operations Talent Accenture 28

Harvard Business

OCTOBER 1, 2018

In the spirit of becoming more adaptive , organizations have rushed to implement Agile software development. But many have done so in a way that actually makes them less agile. These companies have become agile in name only, as the process they’ve put in place often ends up hurting engineering motivation and productivity.

Agile 28

Agile Engineering How To Software 28