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Leaders Who Get Change Right Know How to Listen

Harvard Business

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.

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Organizations Can’t Change If Leaders Can’t Change with Them

Harvard Business

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. The CEO was perpetuating the very problem he sought to fix.

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7 Factors of Great Office Design

Harvard Business

We created a version of our index as an online survey that feeds us input in a more systematic way and as a means of reaching more people — you could, too, if your organizations are more accustomed to engaging in surveys online rather than in person. And people wanted more meeting spaces that could be used quickly and informally.

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The Mistakes PE Firms Make When They Pick CEOs for Portfolio Companies

Harvard Business

When a private equity firm adds a new company to its portfolio, analysts rigorously size up its financial, operational, and competitive condition. Hall and OSI’s leadership team have coinvested with Jordan and will continue with the company. In fact, management consultancy Bain & Co.

Company 28
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A Transformation Is Underway at U.S. Veterans Affairs. We Got an Inside Look.

Harvard Business

Obama nominated Robert McDonald , an Army veteran and experienced executive who had honed his leadership skills during a 33-year career at Proctor and Gamble, to attempt the difficult turnaround. In a survey conducted last month, 75% of veterans reported that VA effectively delivers care and services, up from 65% just a year ago.

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4 Ways CEOs Can Conquer Short-Termism

Harvard Business

In a recent survey , 70% of respondents said that CEOs focus too much on short-term financial results, and nearly 60% said that they don’t focus enough on positive long-term impact. They operated with a both/and mindset, seeking to deliver on immediate goals in a way that also built a sustainable future.

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