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To Little, Too Late: Why many Diversity and Inclusion efforts fall short

Kates Kesler

When thinking about diversity and inclusion, organizations need to take a more holistic view of the organization; many organizations focus their efforts too narrowly on talent practices and do not consider the broader organization design. The focus on “fixing” a talent problem comes too late. Capabilities. Metrics and Rewards.

Talent 65
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To Little, Too Late: Why many Diversity and Inclusion efforts fall short

Kates Kesler

When thinking about diversity and inclusion, organizations need to take a more holistic view of the organization; many organizations focus their efforts too narrowly on talent practices and do not consider the broader organization design. The focus on “fixing” a talent problem comes too late. Capabilities. Metrics and Rewards.

Talent 65
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What is the Professional Services Industry All About?

Progressus

They provide customized, knowledge-based services to their clients. 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. That said, professional services firms have some important things in common.

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So, you’ve built a new capability, but no one uses it! What gives?

Kates Kesler

She had hired top talent, built assets, and delivered high quality demonstration projects. Cari faces a common problem: An executive leadership team decides to build a capability critical to the company’s strategy and future success. But a year later they have little to show for it. Keep the complexity away from the client.

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Organization Design for Diversity, Equity, and Inclusion

Kates Kesler

And, the best way we have found to change an organizational system is to make the change a strategic objective, and then holistically consider how structures, management and decision processes, and talent and rewards practices reinforce behaviors. Does the strategy adequately represent employees, customers, and communities?

Talent 86
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Have you designed your change and project management capabilities?

Kates Kesler

How do we acquire project and change management talent? . Talent is sourced centrally through a mix of external hiring and internal transfers. F lexible talent pool s, including contingent la bor and external partnerships , are used to quickly ramp up/down based on demand. . PEOPLE PRACTICES . .

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Start Slow, Finish Fast: Rightsizing Your Organization the Right Way

Kates Kesler

Consider these five factors: Customers Strategy and Organization Capabilities Operating Model Organization Shape Talent. Strategy and Capabilities. Many organizations have a compelling, inspirational strategy supported by organizational capabilities. However, once decisions are made, execute quickly to limit disruption.