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3 Tactics for Accelerating Company Performance Despite an Economic Downturn

Organizational Talent Consulting

Reactive workforce reductions, burn-the-furniture cost-cutting, and spray-and-pray strategies out of desperation have historically led to considerable losses. Only operating in the short term or taking too much risk and gambling on one specific future are frequent traps leaders fall into when facing economic uncertainty.

Company 52
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The Secret to Leading Organizational Change Is Empathy

Harvard Business

I’m working with a CEO who’s in the midst of rethinking her company’s strategy so it can better meet customer demands and thrive financially. These are major changes that will affect every aspect of how the firm operates — from the services it offers to the structure of her organization.

Banking 53
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How to Develop Leaders Who Can Drive Strategic Change - SPONSOR CONTENT FROM KORN FERRY

Harvard Business

Developing leaders to drive financial performance and operational excellence has always been important. Part of that exercise is to include a greater variety of voices and perspectives in the leadership pipeline. Image courtesy of Korn Ferry.

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A 4-Step Process to Help Senior Teams Prioritize Decisions

Harvard Business

Consider the experience of one of the world’s largest footwear manufacturers, whose leaders engaged in an exercise that others can use to revamp the way they make decisions. In its fast-changing industry, big challenges loomed on many fronts. It consists of these four steps: 1. Compile a list. Understand their characteristics.

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How to Get Health Care Employees Onboard with Change

Harvard Business

In 2011, when I came to Centura Health in Colorado as President of its largest operating group (Mountains and North Denver Operating Group or MNDOG) and CEO of its flagship health organization, Saint Anthony Hospital, I saw a clear mandate for change. The feedback could be tough at times.

How To 28
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How Atrius Health Is Making the Shift from Volume to Value

Harvard Business

A team of engineers, designers, operations specialists, and clinicians was assembled and led by an experienced, well-respected physician “chief engineer” whose vision for the future of care was disruptive. The innovation and operations teams must work together and negotiate the use of these resources. Protect the work.

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Value-Based Care Alone Won’t Reduce Health Spending and Improve Patient Outcomes

Harvard Business

It includes social factors (employment, family and social support, income, education), behaviors (diet and exercise, tobacco, alcohol and drugs, sexual activity), and the physical environment (housing, air and water quality, transportation). Our pilot effort was supported in part by a federal grant.