Harvard Business

OCTOBER 17, 2016

In a PWC survey of more than 2,000 global executives, managers, and employees, only 54% of respondents said their change initiatives succeeded — and the most frequently cited problem (by 65% of those surveyed) was change fatigue. ” And she restored the company’s profitability — the turnaround was a success.

Turnaround 28

Turnaround How To Survey Enterprise 28

Harvard Business

OCTOBER 17, 2016

You accept your first job as a manager in a fast growth tech company, thinking: “How much different could this be from my former company—a financial services firm? Management is management, right?” How talent management is changing. A tenure of two years makes you an “old-timer.”

Talent 28

Talent Culture Turnaround Interviews 28

Harvard Business

OCTOBER 24, 2016

In a survey of nearly 3,000 executives about the success of their enterprise transformation efforts, McKinsey discovered the failure rate to be higher than 60%, while Harvard Business Review conducted a study that suggested more than 70% of transformation efforts fail.

Turnaround 28

Turnaround Change Management Leadership Operations 28

Harvard Business

OCTOBER 25, 2016

Disclosure: Although Avaya currently has no ties with Innovators International, my interest in Avaya’s remarkable turnaround was initially kindled by the dozens of conversations I had with many people at Avaya when the company was a partner with our organization.). Avaya embraced innovation as a risk management exercise.

Methodologies 28

Methodologies Agile Metrics Exercises 28

Harvard Business

APRIL 4, 2016

While the focus in recent years on giving more support to onboarding managers and executives unquestionably has produced excellent results – such as reduction in new-hire failure rates from 40% to 10%-15% in many companies – the problem of ineffective inboarding has been ignored. Why dangerous?

Turnaround 28

Turnaround Chemicals Study Company 28

Harvard Business

NOVEMBER 8, 2017

Throughout the research, Korn Ferry used our best-in-class CEO benchmark, which comprises typical scores for CEOs (virtually all male) who are in the 99th percentile of work engagement, as a touchstone to highlight similarities and underscore differences for the women in the study. Women could be ready for the CEO role sooner.

Interviews 28

Interviews Benchmarking Case Interview Talent 28

Harvard Business

JULY 18, 2016

Contrary to popular belief, cultivating a high-trust culture is not a “soft” skill — it’s a hard necessity. Furthermore, a 2015 study by Interaction Associates shows that high-trust companies “ are more than 2½ times more likely to be high performing revenue organizations ” than low-trust companies.

Financial 28

Financial Culture Leadership Report 28

Harvard Business

AUGUST 4, 2017

The idea of boomerang employees — workers who voluntarily leave a job at an organization and then rejoin that same organization at a later date — is gaining more and more acceptance from hiring managers and in the labor force. You might have “realized the culture was wonderful and you miss it.” ” Onboard.

Company 46

Company Case Study Case Studies B2C 46

Harvard Business

SEPTEMBER 6, 2016

In fact, management consultancy Bain & Co. has found that almost half of the private equity firms it studied replaced the CEOs who ran their portfolio companies, and in 60% of those instances the PE firm hadn’t planned to make the change at the start. Being a quick study is not the same as being a deep thinker.

Company 28

Company Engineering Turnaround System 28

Harvard Business

MAY 20, 2016

An office environment reflects and reinforces a business’s core values, through the placement of different teams and functions and design elements that reflect culture, brand, and values. To illustrate how this all plays out on a larger scale in real companies, here are two mini case studies from businesses we’ve worked with.

Exercises 38

Exercises Meeting Real Estate Survey 38

Harvard Business

AUGUST 5, 2016

To understand how to turn around a failing school quickly, using as few resources as possible, we studied changes made by 160 UK academies after they were put into remedial measures by the Office for Standards in Education, Children’s Services and Skills (OFSTED) up to seven years ago. Our findings challenge some of these beliefs.

How To 28

How To Resources Education Turnaround 28

Harvard Business

SEPTEMBER 14, 2017

As a school leader sets off on this journey, how do they know what to do, when to do it, who to listen to, and how to manage critics along the way? Our study of the actions and impact of 411 leaders of UK academies found that only 62 of them managed their turnaround successfully and sustainably transformed their school.

Research 28

Research Study Education Recruiting 28

Harvard Business

DECEMBER 22, 2016

In the end, a combination of unattainable objectives, an environment that lacked transparency, and a culture where failure was not perceived to be a viable option, led some VA administrators and clinic staff to manipulate data to make it appear as though the wait time goal was being achieved. The stakes, in other words, were high.

Culture 28

Culture Leadership Resources Healthcare 28

Harvard Business

FEBRUARY 24, 2017

The CEOs in our study were adept at telling their company’s story. CEOs in our study repeated their companies’ stories often and consistently to all their stakeholders — employees, boards, customers, business partners, communities, and the general public. . Adopt a Both/And Performance Mindset.

Metrics 32

Metrics Study Financial Operations 32