The document summarizes the key findings of the Palladium Group's 2014 Global State of Strategy and Leadership Survey. The survey found that most organizations believe changes in their business environment are intense and disruptive, and that their business models will be threatened. However, few organizations are adequately investing in strategy execution, strategic leadership, and innovation - which the survey indicates are critical for success. The survey involved over 1,266 organizations globally. It concluded that organizations understand the challenges they face but are largely unprepared to address them through stronger strategy execution and related capabilities.
PWC -17th Annual Global CEO Survey. The talent challenge.Ann-Marie Johnson
The document discusses the talent challenges facing CEOs in light of major global trends or "megatrends" reshaping the business landscape. Key points:
- CEOs are more optimistic about economic growth but know the rules have changed and growth will be difficult to achieve. Megatrends like technology, demographics, and urbanization are profoundly impacting business and workforces.
- Skills shortages remain a top concern for CEOs as these trends redraw the skills map. Competition for talent will intensify as half of CEOs plan new hiring while wages rise in growth markets.
- While aware of needed changes, most CEOs have yet to transform their talent strategies to address challenges. HR is seen as
The document discusses the challenges of being a transformational leader today. It notes that while business transformations are critical for survival, most fail due to a lack of leaders with the right skills. These leaders, called "Strategists", have skills in visioning, execution, and adapting to complex challenges. However, Strategists make up only 8% of leaders. The document outlines 10 ways for organizations to identify and retain their own Strategists to lead transformations from within.
This document discusses the need for large organizations to transform into "hyperagile" organizations in order to adapt quickly to changes in today's complex environment. It defines hyperagility as organizational agility, beyond just project agility, that is embedded in the organizational DNA. Key aspects of hyperagility include engaging and empowering employees through trust and accountability, being able to rapidly reallocate resources, and having strategic, portfolio, project, and operational agility. Large organizations must learn from small, born-agile "hidden giants" that can disrupt them if they do not also transform to a hyperagile model.
The document discusses strategic planning and implementation. It provides elements of strategic planning including defining the present situation, desired future, goals, and strategy. It emphasizes that strategic planning should be future focused, leadership driven, allow for organizational involvement, and create measurable objectives. It also discusses the importance of effective implementation, overcoming barriers, and mitigating risks to ensure the strategy is executed as intended.
Mc kinsey the eight essentials of innovationChien Do Van
The document discusses eight essential attributes that are present in companies that are high performers in innovation. It summarizes each of the eight essentials: Aspire, Choose, Discover, Evolve, Accelerate, Scale, Extend, and Mobilize. Aspire involves setting an innovation vision and targets. Choose focuses on prioritizing innovation opportunities and managing risk through a portfolio approach. Discover is about generating insights through customer learning and external networks.
PWC -17th Annual Global CEO Survey. The talent challenge.Ann-Marie Johnson
The document discusses the talent challenges facing CEOs in light of major global trends or "megatrends" reshaping the business landscape. Key points:
- CEOs are more optimistic about economic growth but know the rules have changed and growth will be difficult to achieve. Megatrends like technology, demographics, and urbanization are profoundly impacting business and workforces.
- Skills shortages remain a top concern for CEOs as these trends redraw the skills map. Competition for talent will intensify as half of CEOs plan new hiring while wages rise in growth markets.
- While aware of needed changes, most CEOs have yet to transform their talent strategies to address challenges. HR is seen as
The document discusses the challenges of being a transformational leader today. It notes that while business transformations are critical for survival, most fail due to a lack of leaders with the right skills. These leaders, called "Strategists", have skills in visioning, execution, and adapting to complex challenges. However, Strategists make up only 8% of leaders. The document outlines 10 ways for organizations to identify and retain their own Strategists to lead transformations from within.
This document discusses the need for large organizations to transform into "hyperagile" organizations in order to adapt quickly to changes in today's complex environment. It defines hyperagility as organizational agility, beyond just project agility, that is embedded in the organizational DNA. Key aspects of hyperagility include engaging and empowering employees through trust and accountability, being able to rapidly reallocate resources, and having strategic, portfolio, project, and operational agility. Large organizations must learn from small, born-agile "hidden giants" that can disrupt them if they do not also transform to a hyperagile model.
The document discusses strategic planning and implementation. It provides elements of strategic planning including defining the present situation, desired future, goals, and strategy. It emphasizes that strategic planning should be future focused, leadership driven, allow for organizational involvement, and create measurable objectives. It also discusses the importance of effective implementation, overcoming barriers, and mitigating risks to ensure the strategy is executed as intended.
Mc kinsey the eight essentials of innovationChien Do Van
The document discusses eight essential attributes that are present in companies that are high performers in innovation. It summarizes each of the eight essentials: Aspire, Choose, Discover, Evolve, Accelerate, Scale, Extend, and Mobilize. Aspire involves setting an innovation vision and targets. Choose focuses on prioritizing innovation opportunities and managing risk through a portfolio approach. Discover is about generating insights through customer learning and external networks.
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. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
. Higher model quality and explainability lead to better business results the challenge for organizations is in how we build and operationalize higher quality, trusted AI models faster and more efficiently.
This document discusses building business agility through intrapreneurship and innovation systems. It begins by discussing Netflix's culture of agility and the importance of trust, delivery capabilities, and an ambidextrous structure. It then discusses strategies for implementing agility through an innovation portfolio with core, adjacent and transformational projects. Key elements of an agility system are discussed like design thinking, cross-functional innovation teams, and building intrapreneurs. The importance of leadership agility across strategic, portfolio and operational domains is emphasized. Throughout examples are given of how companies like Haier have built agility as a core competence.
ADEPTCentral helps organizations improve performance and maximize outcomes by analyzing human capital, implementing change management practices, and providing customized training and analytics. They ensure teams quickly adopt new technologies and skills to stay competitive. ADEPTCentral reduces implementation risks and guides organizations through change until desired results are met. Experts identify unique performance metrics and uncover insights to align metrics with business goals. Workshops provide assessments, impact analyses, and go-forward plans to improve outcomes quickly.
Human Capital Trends in the Insurance IndustryRon Arigo
This document discusses 10 human capital trends in the insurance industry, focusing on 4 areas: leading, engaging, reinventing, and reimagining. It summarizes that leadership is a top concern for the insurance sector due to regulatory changes and evolving customer needs. However, many insurance executives do not believe their leadership pipelines are prepared. It stresses the importance of developing leaders at all levels through strategies aligned with business goals, assessing candidates' capabilities, and sustainable leadership programs with executive support.
The document summarizes the results of a survey conducted by the CIPD Guernsey Branch on performance management practices in Guernsey. Some key findings include:
- Respondents had varying views of their performance management systems, with the top answers being "good" and "inconsistent". Systems were viewed more positively when reviews occurred more frequently and involved wider input.
- While annual appraisals are still universally used, many employers are looking to change elements like the format, use of continuous feedback, or new IT systems rather than abandoning the process.
- Most respondents had used performance improvement plans in the past three years, and most saw improved performance or resignations as outcomes rather than grievances.
This White Paper is a tool to help Galleries, Libraries, Archives, and Museums (GLAMs) develop a sustainable approach to organizational strategy. It provides an overview of the GLAMs’ dynamic sustainability platform developed by the Balboa Park Online Collaborative. The paper is for executive boards, leadership, funders, staff, and partners of GLAM institutions.
This document is a resume for Michelle K. Clayton. It summarizes her 20 years of experience in sales and sales training for academic publishing companies, including her roles leading high performing sales teams and consistently exceeding sales goals. She has extensive experience selling and implementing digital learning solutions and is skilled in consultative selling, relationship building, and coaching others.
As the hype around data analytics turns to disillusionment, now is the time for management teams to take a hard look at how best to utilize new capabilities to drive measurable improvement in their organizations.
This document summarizes data from SHL on the global availability of current and future leaders. It finds:
1) There is a lack of confidence that organizations have the leaders needed for future success, with only 25% of employees believing their company has the right leaders.
2) Countries with the highest percentage of populations displaying strong leadership potential today include Hong Kong, Germany, the UK, Australia, and the US.
3) While many countries have the potential leaders needed today, developing future leaders remains a challenge, with organizations acknowledging succession risks but often lacking the talent data and development programs to effectively address it.
Seraphim International provides strategic planning and sales support consulting services. They believe traditional top-down strategic planning approaches are no longer sufficient and that strategies often fail due to unexamined biases. Seraphim proposes taking a bottom-up approach, continually feeding strategy implementation outcomes back into strategic planning to align the organization through open communication and empowering employees as co-authors of strategy. Their consulting services examine an organization's value, leadership, people, and framework to develop a comprehensive strategic plan focusing on continuous learning and adapting to change.
Pharma’s future has never looked more promising – or more ominous.
Major scientific, technological and socioeconomic changes will revive
the industry’s fortunes in another decade, but capitalising on these
trends will entail making crucial decisions first
Improving collaboration across silos must be seen as a means to an end: to create value for customers.
Organizations benefit when they appreciate the value of collaboration, reward employees' collaborative behaviors and manage to facilitate and embed collaboration structurally.
1. The document discusses the importance of talent strategy and "conscious hires" for competitive intelligence and readiness in today's rapidly changing business environment. It argues that past companies failed because they lacked the talent to understand and respond to changes, not because of a lack of data collection.
2. It highlights how some companies are now making more strategic, expansive hires from diverse fields to develop new capabilities. Talent reviews are also being treated as more critical and linked to competitive strategy.
3. Talent strategy firms are increasingly partnering with clients on organizational design, assessment, and leveraging predictive analytics and benchmarks to help plan for future talent needs based on a company's strategic goals and operating environment.
1) The study examined leadership competencies in the pharmaceutical sector and found that leading employees was rated as the most important competency but current leaders scored lowest in this area.
2) Current leaders also scored lowest in confronting problem employees, which was identified as a potential pitfall due to many leaders having narrow functional orientations.
3) Developing leadership competencies in areas like leading employees, strategic perspective, decisiveness, change management, and relationship building were recommended through training, coaching, and experience building assignments.
Marketing disruption: Five blind spots on the road to marketing's potential -...Bertrand Barbet
“Disruption” has become a blanket term to encapsulate the massive changes affecting businesses. But the term’s overuse and broadness have obscured what really matters to marketing. Often missing in the debate is a clear-eyed look at the causes of disruption to help marketers make better decisions regarding what to do about them.
Strategy prototyping leap into the future look aroundmichaeldmaginn
The document describes a new approach to strategic planning called "prototyping alternative futures". It involves:
1) Gathering a small group of knowledgeable stakeholders to discuss potential futures for the organization through asking questions about new products, customers, or ways of delivering value.
2) Developing "prototypes" - tangible but incomplete representations of these potential futures through techniques like sketches, diagrams, or conceptual models.
3) Discussing each prototype to understand how it might operate and be funded in order to gain consensus more efficiently than traditional analytical strategic planning methods. The goal is to tap intuition and creativity to identify new strategic directions for the organization.
Us Talent Strategic Moves Report 01122011Job Voorhoeve
This document discusses the strategic priorities for global mobility based on a survey of over 140 organizations.
The key findings are:
1) Global mobility is becoming increasingly important strategically, with 3/4 of companies expecting an increase in mobile employees and nearly 80% expecting mobility to become more or significantly more important.
2) There is a shift toward more strategic uses of mobility, such as leadership development, though knowledge transfer assignments will still be important. Larger companies use mobility more strategically.
3) Nearly 50% of organizations cited emerging geographical markets as a top strategic issue, highlighting the importance of deploying talent internationally.
4) There is a large disconnect, as most saw alignment of
Driving Organizational Performance in Complex Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in complex times. It argues that alignment is critical for sustainable organizational performance. Alignment means there is agreement on an organization's direction, operating philosophy, and relationships. Through alignment, organizations unleash the untapped intelligence and energy of their workforce. Aligned organizations are more focused, nimble, have faster decision making, and consistent environments, allowing them to attract and retain better talent and achieve improved performance.
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in uncertain times through alignment and engagement. It begins by outlining challenges to performance like strategy execution difficulties and lack of employee engagement. It then argues that alignment between strategy, structure, leadership and people practices creates organizational culture and drives engagement and performance. When an organization is aligned, decision making is faster, the workforce is more focused and nimble, and performance improves. The key is leveraging human capital through alignment to unlock untapped energy and intelligence in the workforce.
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. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
. Higher model quality and explainability lead to better business results the challenge for organizations is in how we build and operationalize higher quality, trusted AI models faster and more efficiently.
This document discusses building business agility through intrapreneurship and innovation systems. It begins by discussing Netflix's culture of agility and the importance of trust, delivery capabilities, and an ambidextrous structure. It then discusses strategies for implementing agility through an innovation portfolio with core, adjacent and transformational projects. Key elements of an agility system are discussed like design thinking, cross-functional innovation teams, and building intrapreneurs. The importance of leadership agility across strategic, portfolio and operational domains is emphasized. Throughout examples are given of how companies like Haier have built agility as a core competence.
ADEPTCentral helps organizations improve performance and maximize outcomes by analyzing human capital, implementing change management practices, and providing customized training and analytics. They ensure teams quickly adopt new technologies and skills to stay competitive. ADEPTCentral reduces implementation risks and guides organizations through change until desired results are met. Experts identify unique performance metrics and uncover insights to align metrics with business goals. Workshops provide assessments, impact analyses, and go-forward plans to improve outcomes quickly.
Human Capital Trends in the Insurance IndustryRon Arigo
This document discusses 10 human capital trends in the insurance industry, focusing on 4 areas: leading, engaging, reinventing, and reimagining. It summarizes that leadership is a top concern for the insurance sector due to regulatory changes and evolving customer needs. However, many insurance executives do not believe their leadership pipelines are prepared. It stresses the importance of developing leaders at all levels through strategies aligned with business goals, assessing candidates' capabilities, and sustainable leadership programs with executive support.
The document summarizes the results of a survey conducted by the CIPD Guernsey Branch on performance management practices in Guernsey. Some key findings include:
- Respondents had varying views of their performance management systems, with the top answers being "good" and "inconsistent". Systems were viewed more positively when reviews occurred more frequently and involved wider input.
- While annual appraisals are still universally used, many employers are looking to change elements like the format, use of continuous feedback, or new IT systems rather than abandoning the process.
- Most respondents had used performance improvement plans in the past three years, and most saw improved performance or resignations as outcomes rather than grievances.
This White Paper is a tool to help Galleries, Libraries, Archives, and Museums (GLAMs) develop a sustainable approach to organizational strategy. It provides an overview of the GLAMs’ dynamic sustainability platform developed by the Balboa Park Online Collaborative. The paper is for executive boards, leadership, funders, staff, and partners of GLAM institutions.
This document is a resume for Michelle K. Clayton. It summarizes her 20 years of experience in sales and sales training for academic publishing companies, including her roles leading high performing sales teams and consistently exceeding sales goals. She has extensive experience selling and implementing digital learning solutions and is skilled in consultative selling, relationship building, and coaching others.
As the hype around data analytics turns to disillusionment, now is the time for management teams to take a hard look at how best to utilize new capabilities to drive measurable improvement in their organizations.
This document summarizes data from SHL on the global availability of current and future leaders. It finds:
1) There is a lack of confidence that organizations have the leaders needed for future success, with only 25% of employees believing their company has the right leaders.
2) Countries with the highest percentage of populations displaying strong leadership potential today include Hong Kong, Germany, the UK, Australia, and the US.
3) While many countries have the potential leaders needed today, developing future leaders remains a challenge, with organizations acknowledging succession risks but often lacking the talent data and development programs to effectively address it.
Seraphim International provides strategic planning and sales support consulting services. They believe traditional top-down strategic planning approaches are no longer sufficient and that strategies often fail due to unexamined biases. Seraphim proposes taking a bottom-up approach, continually feeding strategy implementation outcomes back into strategic planning to align the organization through open communication and empowering employees as co-authors of strategy. Their consulting services examine an organization's value, leadership, people, and framework to develop a comprehensive strategic plan focusing on continuous learning and adapting to change.
Pharma’s future has never looked more promising – or more ominous.
Major scientific, technological and socioeconomic changes will revive
the industry’s fortunes in another decade, but capitalising on these
trends will entail making crucial decisions first
Improving collaboration across silos must be seen as a means to an end: to create value for customers.
Organizations benefit when they appreciate the value of collaboration, reward employees' collaborative behaviors and manage to facilitate and embed collaboration structurally.
1. The document discusses the importance of talent strategy and "conscious hires" for competitive intelligence and readiness in today's rapidly changing business environment. It argues that past companies failed because they lacked the talent to understand and respond to changes, not because of a lack of data collection.
2. It highlights how some companies are now making more strategic, expansive hires from diverse fields to develop new capabilities. Talent reviews are also being treated as more critical and linked to competitive strategy.
3. Talent strategy firms are increasingly partnering with clients on organizational design, assessment, and leveraging predictive analytics and benchmarks to help plan for future talent needs based on a company's strategic goals and operating environment.
1) The study examined leadership competencies in the pharmaceutical sector and found that leading employees was rated as the most important competency but current leaders scored lowest in this area.
2) Current leaders also scored lowest in confronting problem employees, which was identified as a potential pitfall due to many leaders having narrow functional orientations.
3) Developing leadership competencies in areas like leading employees, strategic perspective, decisiveness, change management, and relationship building were recommended through training, coaching, and experience building assignments.
Marketing disruption: Five blind spots on the road to marketing's potential -...Bertrand Barbet
“Disruption” has become a blanket term to encapsulate the massive changes affecting businesses. But the term’s overuse and broadness have obscured what really matters to marketing. Often missing in the debate is a clear-eyed look at the causes of disruption to help marketers make better decisions regarding what to do about them.
Strategy prototyping leap into the future look aroundmichaeldmaginn
The document describes a new approach to strategic planning called "prototyping alternative futures". It involves:
1) Gathering a small group of knowledgeable stakeholders to discuss potential futures for the organization through asking questions about new products, customers, or ways of delivering value.
2) Developing "prototypes" - tangible but incomplete representations of these potential futures through techniques like sketches, diagrams, or conceptual models.
3) Discussing each prototype to understand how it might operate and be funded in order to gain consensus more efficiently than traditional analytical strategic planning methods. The goal is to tap intuition and creativity to identify new strategic directions for the organization.
Us Talent Strategic Moves Report 01122011Job Voorhoeve
This document discusses the strategic priorities for global mobility based on a survey of over 140 organizations.
The key findings are:
1) Global mobility is becoming increasingly important strategically, with 3/4 of companies expecting an increase in mobile employees and nearly 80% expecting mobility to become more or significantly more important.
2) There is a shift toward more strategic uses of mobility, such as leadership development, though knowledge transfer assignments will still be important. Larger companies use mobility more strategically.
3) Nearly 50% of organizations cited emerging geographical markets as a top strategic issue, highlighting the importance of deploying talent internationally.
4) There is a large disconnect, as most saw alignment of
Driving Organizational Performance in Complex Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in complex times. It argues that alignment is critical for sustainable organizational performance. Alignment means there is agreement on an organization's direction, operating philosophy, and relationships. Through alignment, organizations unleash the untapped intelligence and energy of their workforce. Aligned organizations are more focused, nimble, have faster decision making, and consistent environments, allowing them to attract and retain better talent and achieve improved performance.
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in uncertain times through alignment and engagement. It begins by outlining challenges to performance like strategy execution difficulties and lack of employee engagement. It then argues that alignment between strategy, structure, leadership and people practices creates organizational culture and drives engagement and performance. When an organization is aligned, decision making is faster, the workforce is more focused and nimble, and performance improves. The key is leveraging human capital through alignment to unlock untapped energy and intelligence in the workforce.
Broken links: Why analytics investments have yet to pay off, sponsored by ZS, draws on the survey findings, interviews with senior corporate executives and desk research to explore the current state of sales and marketing analytics.
The document discusses the challenges that organizations face in attracting and retaining top talent in a dynamic business environment. It notes that the availability of skilled workers is declining globally while demand is increasing, leaving companies competing intensely for talent. The imperative for organizations is to take a strategic and customized approach to talent management focusing on components like high potential development, leadership, and performance management in order to achieve competitive advantage.
The document is a report from the Economist Intelligence Unit that discusses the challenges of building a data-centric culture in organizations. It is based on a global survey of 395 executives. Some key points:
- Building the right organizational culture to realize business value from data analytics is now a priority for companies, as they have already invested in technology and talent.
- CEOs face the challenge of transforming company culture and how data is used. They must implement strategies from the top-down and engage employees.
- Successful data-driven companies are inspired by leaders who communicate a strong vision of how data can help the business and drive values like customer service. Leaders also provide expertise and education to help employees apply data.
Driving A Data-Centric Culture: The Leadership ChallengePlatfora
Embracing data as a corporate asset—and a source of competitive advantage—is not just a “good idea” that companies should consider. Such adoption will help determine the winners and losers across multiple markets and industries in the future.
In the last couple of years, corporate focus has shifted: first, from investing in the right technology and tools; then to acquiring the right talent and skills; and now to building the right organizational culture that can realize the business value of powerful big-data analytic tools.
Most organizations today are still focused on putting in place the right technology and talent, but others have evolved further and are working toward fostering a data-centric corporate culture.
The document summarizes the key findings of a survey about innovation during an economic recession. Some of the main findings are:
1) Innovation is seen as critical for business survival during the recession, as customer needs are constantly evolving. Most companies surveyed have increased their innovation efforts despite the economic downturn.
2) The most successful innovators have well-defined innovation processes for generating, evaluating, and prioritizing ideas. They also have strong executive support and a culture that engages employees in innovation.
3) Customer-driven innovation is especially important now as consumers cut spending. Surveyed companies are focusing on providing value to customers however they define it during the recession.
The document discusses strategic management and outlines several key concepts:
1. Strategic management involves managerial decisions and actions to generate sustainable competitive advantage. It balances external opportunities and threats with internal strengths and weaknesses.
2. Effective strategies emerge over time through a process of trial and error, rather than being fully planned in advance. Managers must balance following intentional plans with adapting to changes.
3. In knowledge-based organizations, strategic management focuses on encouraging new ideas, awareness of the external environment, and social interaction, rather than top-down planning. The role of managers is to identify emerging order rather than direct it.
The document discusses how companies can build a data-driven culture by engaging employees. It argues that becoming data-driven happens in three stages - focusing first on technology, then talent, and most importantly transforming the corporate culture. Two key factors are needed for cultural transformation - strong leadership from the top to establish a vision, and bottom-up employee engagement through training, incentives and making data accessible and relevant to employees' daily work. Companies that are truly data-driven report better performance, innovation, collaboration, and employee satisfaction compared to those that are not.
PwC Msia Trf Strategy Service Statement Sept 2012Naresh Alagan
This document from PwC discusses transformational strategy and how they can help organizations through transformation journeys. It provides an overview of the challenges modern organizations face and how carefully calibrated transformation strategies are needed. PwC offers services to help organizations formulate, validate, and implement strategies from developing business cases to strategic planning to change management. The document includes examples of work PwC has done with clients and profiles some of PwC's team members with relevant experience.
The current age of hyper transparency requires more public presence of corporate managers. In today’s business world, some of the most valued behaviours include taking part in events, being accessible to the media and available in social networks, sharing new insights and trends, playing a visible role in society or featuring on the corporate video channel.
This document includes detailed percentages about different aspects that show the interdependence between CEO reputation, company reputation, and market value and it’s based on the research The CEO Reputation Premium: Gaining Advantage in the Engagement Era, carried out by Weber Shandwick, in partnership with KRC Research, who sought to quantify the value of CEO reputation and measure the importance of CEO engagement. They conducted a survey of more than 1 700 executives that worked in companies with revenues of $500 million or more and represented 19 countries around the world.
Besides, it explains what CEO’s attitudes are more valued, what activities CEOs should do and what are the core competences for a CEO to Gain a Good Reputation.
It also talks about the perceptions of the highest executive power depending on gender. However, apart from these small differences, the reputations of male and female CEOs contribute approximately the same levels to the market value of their firms.
It ends up with some suggestions to maximize CEO's public presence and benefit corporate reputation.
Document written by Corporate Excellence – Centre for Reputation Leadership, quoting the research The CEO Reputation Premium: Gaining Advantage in the Engagement Era prepared by Weber Shandwick in collaboration with KRC Research in in 19 countries around the world from surveys of more than 1 700 executives of companies invoicing 500 million USD or more and released on March 2015.
Whole-brain leadership prepares C-suites for the digital challenges ahead, ensuring seamless growth and high-value problem solving capabilities. Read more.
Revealing the Leading Practices of High-Performing, Go-to-Market Technology Alliances. Learn from the best. Discover what distinguishes high-performing alliances and they do differently from their peers.
eye4pharma article on content-collaborationMatt Portch
The document discusses the need for pharmaceutical companies to break down silos between different functions like sales, marketing, medical affairs, and legal/regulatory in order to better collaborate and drive value. It provides case studies of collaboration efforts at Pfizer, Merck, and GlaxoSmithKline. Key ingredients for successful collaboration include strong senior management buy-in, effective communication channels between functions, and a shared vision, while potential pitfalls include cultural tensions between sales and marketing teams and a lack of integrated data capabilities. The overall goal of collaboration is to help companies adapt to a changing healthcare landscape and remain partners with customers.
This document summarizes the results of a survey conducted by Callan Institute regarding asset managers' approaches to environmental, social, and governance (ESG) investing. The survey found that larger asset management firms are more likely to have formal ESG policies and sign the UN Principles for Responsible Investment. Over half of firms surveyed do not have an ESG policy, but interest is growing. Larger firms see greater opportunities in ESG strategies and expect increasing client demand from the US, Canada, and Europe.
This document discusses the importance of organizational agility in today's changing business environment. It defines agility as the ability to quickly adapt to changing market conditions and disruptive competitors. The key aspects that enable agility are a supportive culture, strategic flexibility, collective leadership, capable people, and adaptive processes. Organizations with highly developed agility are better at responding to changes, implementing strategies, and achieving business results. While difficult, cultivating agility requires changes to policies, structures, and mindsets to empower teams and accept failures as learning opportunities. When successfully implemented, agility allows organizations to navigate disruption and thrive during uncertain times.
This document discusses the importance of organizational agility in today's changing business environment. It defines agility as the ability to quickly adapt to changing market conditions and disruptive competitors. The key aspects that enable agility are a supportive culture, strategic flexibility, collective leadership, capable people, and adaptive processes. Organizations with a highly developed culture of agility are better able to anticipate changes, implement responsive strategies, and quickly respond to market needs. Building agility requires organizations to develop capabilities in change management, risk management, and monitoring the external environment. It also involves establishing structures and policies that promote flexibility, empowerment, and an ethos of experimentation.
The document summarizes the findings of a study on talent management strategies among large organizations. It finds that organizations that systematically measure and manage their workforces ("Leaders") significantly outperform those that do not ("Laggards") across various business metrics. Leaders excel in areas like supporting work-life balance, using data analytics to inform strategy, measuring workforce quality/impact, and attracting top talent. The study identifies eight talent strategies that best differentiate Leaders from Laggards.
Rewarding Great Ideas - Can Incentives Encourage Organizational InnovationErik R. Larson
The document discusses innovation in organizations based on surveys of CEOs and HR/compensation professionals. Some key findings:
- Innovation is seen as a top priority for CEOs, second only to human capital. It is increasingly important as companies seek sustainable growth.
- Creating an innovative culture requires engaging employees to think more broadly about their roles and allowing experimentation. Employees must also be rewarded for contributions outside their normal duties.
- While incentives are debated, some evidence suggests correctly designed rewards can encourage innovation if employees are focused on new ideas rather than just replicating what works.
- A survey found most companies see innovation as everyone's responsibility rather than just R&D. Senior leadership, HR, and
This document outlines nine best practices for effective talent management. It discusses how talent management has become a critical organizational function and competitive advantage. Organizations must identify talent gaps, develop a talent management plan integrated with business strategies, and ensure accurate hiring, promotion, performance management, and development. Effective talent management leads to higher business performance, earnings, and financial outcomes. It is driven by factors such as changing employee and demographic trends, increasing complexity, and expectations from boards and investors for leadership to create value through talent.
Similar to 2014 state of global strategy and leadership survey report updated (20)
The document is a report by the World Justice Project (WJP) on the Rule of Law Index 2014. It summarizes the development of the Index, which measures adherence to the rule of law in 99 countries based on surveys of over 100,000 households and experts. The report was prepared by a team at WJP led by Juan Carlos Botero and Alejandro Ponce. It presents the results of the 2014 Index, including country scores, rankings, analyses of rule of law trends over time, and regional highlights.
The document is the 2014-2015 Global Competitiveness Report published by the World Economic Forum. It was edited by Professor Klaus Schwab and Professor Xavier Sala-i-Martín. The report assesses the competitiveness of various countries and economies based on the Global Competitiveness Index and data from the Executive Opinion Survey. It acknowledges contributions from various partner institutes that provided support and data collection.
The document is the Global Competitiveness Report 2013-2014 published by the World Economic Forum. It provides an overview and analysis of competitiveness for various countries around the world. It was edited by Klaus Schwab and Xavier Sala-i-Martín and produced with the help of various partner institutes that provided local expertise and data collection assistance. The report measures competitiveness through the Global Competitiveness Index and provides country profiles that analyze strengths and weaknesses.
The document discusses the need for an Office of Strategy Management (OSM) in organizations to coordinate key management processes and ensure effective strategy execution. It provides examples of how OSMs evolved at Chrysler and the US Army from initial Balanced Scorecard project teams. The OSM's core roles include scorecard management, organizational alignment, and strategy reviews. Additional desirable roles are integrating strategic planning, communications and initiative management processes. Having a central OSM leads management processes in a coordinated manner focused on strategy.
Executives are pushing for revenue growth that was missed during the economic downturn and uneven recovery. The survey of over 1,200 global executives found that while a majority see improving economic conditions, confidence has slipped since 2010 due to a slower than expected recovery. As a result, over half of executives are concerned about meeting earnings targets in 2013. Executives are taking a more focused approach to management tools, using fewer tools more strategically to pursue revenue and profit growth. Revenue growth was cited twice as often as the second most important priority of increased profitability.
From Reformasi to Institutional Transformationmohammadtazam10
This document provides a strategic assessment of Indonesia's prospects for economic growth, equity, and democratic governance since the Reformasi period began in 1998. It finds that while Indonesia has made progress in some areas, it is losing ground to its neighbors in terms of competitiveness, foreign investment, infrastructure development, job creation, health outcomes, and rising inequality. Several constraints are holding Indonesia back, including overreliance on natural resources, underinvestment in human capital, an overvalued currency, inefficient state-owned enterprises, and costly financial exclusion. Institutional transformation is needed to address these challenges and realize Indonesia's full economic and social potential.
The six-social-media-skills-every-leader-needsmohammadtazam10
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2014 state of global strategy and leadership survey report updated
1. 2014 Global State of Strategy
and Leadership Survey Report
James Creelman, Jade Evans, Caroline Lamaison and Matt Tice, Palladium Group Inc.
2. Looking to the Future of
Strategy Execution
Palladium’s Execution Premium Community™ (XPC®)
is a members-only association of elite strategy
execution professionals, led by Dr. Kaplan and
Dr. Norton. It is your entrée to a unique opportunity
to learn from and connect with experts from across
industries and around the world.
You’ll learn from best practice case studies, stay
up to date with measures and objectives for your
industry, and see how other organizations achieved
success in Balanced Scorecard Hall of Fame Reports
and Balanced Scorecard Reports. As an XPC®
member, you’ll get weekly news updates and discus-sion
recaps from a trusted source of information
and insight.
Membership with insights
Log into our secure, private XPC® website, and
widen your strategy execution horizons. The
community is always there for you, 24 hours a day,
seven days a week.
• Using the Member Center, you can network with
other professionals and establish career-building
connections.
• Stuck on an issue? Use the Solution Center to find
answers in a far-reaching collection of articles,
documents, multi-media presentations, Q&As, and
much more.
• Click on Forums and join in ongoing discussions,
or initiate your own. Discussions range from a
simple question to longer, detailed posts, and
from general to specific dialogues.
• Collaborate with specifically chosen members in
Groups, where you can privately share informa-tion
in a controlled environment for highly focused,
powerful partnerships.
• Turn to Ask the Expert for 24/7 online access to
Palladium Group experts, here to help with your
strategy challenges.
If you’re dedicated to improving the strategic
performance of your organization, if you feel you
have experience to share, if you know you can learn
from other professionals, then XPC® is where you
need to be.
PALLADIUM
Tap into the experiences of 3,000+ senior strategy execution managers
and access the world’s most comprehensive and authoritative body of
knowledge on strategic execution.
“What is clear from this survey is that
although organizations know what
needs to be done to take advantage
of the current environment, very
few of them are doing it.”
As the global economy continues to recover, as
fragile as it is, organizations are beginning to look
to the future with some optimism. What they are
seeing is a rapidly changing canvas that is driving
unprecedented disruption in the market place.
The Palladium Group 2014 Global State of Strategy
and Leadership Survey, the latest survey in our
bi-annual series, found an acute awareness of
the impending challenges of this new world.
Organizations globally, across all industries, believe
that the changes in their markets are intense and
that their business models are being threatened.
Adding to this, organizations are facing disruptive
change on a number of fronts including technology,
regulatory and demographic. The turbulence that
organizations are experiencing is unparalleled.
Threats from new market entrants are putting
significant pressure on the very business models
that are used to deliver value to customers.
Organizations are also very aware and what
will be required to win in such difficult times:
excellence in strategy execution,
strategic leadership, and innovation,
all being three “must have” capabilities
to win in this environment.
However, the overwhelming majority
of organizations we studied are
consistently failing to invest sufficient
resources into these key areas.
We believe the key lesson from this
survey is that organizations know what
they need to do to adjust to disruptive
change however very few are actually
doing it. This is leading to a lack of
resilience in many organizations and is
providing a huge advantage to those
who can thrive in these conditions.
Our sincere thanks goes to the 1,266
organizations who took the time to
participate in this research. Their
honesty and reflections are what
make this research so insightful. 1266 Organizations
74 countries
36% from the
Americas
37% from EMEA
27% from APAC
Matt Tice,
Senior Managing
Director, APAC
Palladium Group
John McClellan,
Chief Executive
Officer
Palladium Group
3. environment for our markets are intense,” and 72%
agree that “our business model will be under threat
in the next five years,” – Figure 1. (61% state that
this is already the case). As a further cause for real
concern, more than four times as many participants
agree than disagree that their value proposition
is being challenged by new players in the market.
Unsurprisingly, 87% agree that “technology is
changing the way we do business,” but regulatory
(76% agree) and demographic (67%) changes were
also highlighted as key issues. And yet, only 24%
of organizations are constantly monitoring their
external environment, down from 42% in 2010.
Those who do are 6.7 times more likely to realize
superior financial results. That we live in “continuous
turbulent times,” is an accepted fact.
Anchoring such revealing, and worrying, findings
back to the comment from Dr David Norton,
(Palladium founder and the co-creator of the
Balanced Scorecard and Execution Premium
Process) that “managing strategy is about managing
change,” has far-reaching implications for all whom
work in the strategy management space. The need
to build strategy execution processes that are
robust, yet agile and adaptive will only intensify.
The critical role of strategic leadership will become
more acute. And underpinning these issues, is the
requirement to be much more innovative than in
the past, especially around business model and
customer experience innovation. We analyze the
survey findings for strategy execution, leadership
and innovation in turn and explain how these three
key performance dimensions are fully inter-related
and need to be integrated in strategy management
solutions in successful organizations.
In fact, our survey found that 92% of organizations
who are successfully managing their strategy
execution, strategic risk and strategic initiatives,
as well as aligning their leadership development
to their strategy execution needs and practicing
business model and customer experience innovation
achieved breakthrough financial results. They are
also 21 times more likely to achieve a significantly
better market share than their competitors.
Organizations Under Threat
Due to breathtaking advances in technology,
the world is transitioning through a period of
unprecedented social and economic change. Recent
innovations such as big data, social media, and
IT platform based business models are changing
the way people communicate, how economies
operate and how organizations go to market and
secure sustainable competitive success. We live in
“continuous turbulent times,” where marketplace
stability is a thing of the past. But are organizations
prepared for this new world, what challenges are
they facing, and how can they find a sustainable
advantage? Palladium’s 2014 Strategy Execution
Survey, which received responses from 1,266
organizations across the globe, set out to answer
these questions.
The research found palpable awareness of the
impending challenges of this new world. Fully 82%
agree with the statement “changes in the business
:: PALLADIUM
“ Organizations are simply
not prepared to compete
in 21st century markets.”
4. “Organizations now believe that the overall execution of the
strategy is a more important key success factor for future per-formance
than the overall quality of strategy itself”
PALLADIUM ::
Strategy Execution
:: PALLADIUM
Strategy Execution
That organizations are generally poorer at strategy
execution than they are at strategy formulation
has long been understood (and indeed was one of
the key reasons for the original development of the
Balanced Scorecard framework in the early 1990s).
This is confirmed through Palladium’s 2014 Strategy
Execution Survey which found that whereas just
45% of organizations believe their overall execution
of strategy is good, much more (61%) state that
that the overall quality of their strategy is good.
More insightful perhaps, organizations now believe
that the overall execution of the strategy is a more
important key success factor for future performance
than the overall quality of strategy itself (92% and
86% respectively). This confirms Palladium’s long
held belief that an average strategy with excellent
execution is generally better than an excellent
Strategy and average execution.
Tellingly, our survey finds that those organizations
that use Strategy Maps and Balanced Scorecards
are more likely to be better at strategy execution
while also reporting a better overall quality of the
strategy. We find that 72% of scorecard users
think that the overall quality of the strategy is
strong, compared to 61% generally. Moreover
scorecard users are 50% less likely to believe that
the overall quality of their strategy is poor (10%)
than is generally the case (20%). This might be
because the Balanced Scorecard is, at 49%, the
second most popular tool used by organization to
design and refresh their strategy, behind SWOT
(Strengths, Weaknesses, Opportunities and Threats)
at 61% and just ahead of Financial modeling (55%).
But further probing shifts the Balanced Scorecard
to pole position in what really matters – driving
organizational performance. Organizations using the
Balanced Scorecard are 7.5 times more likely to be
high performing than low performing (55% of high
performers and 7% of low performers) in executing
the strategy.
Furthermore, if organizations are to build the
requisite strategy execution processes that are
agile and responsive, then it will be required that all
organizational levels are aligned to the strategy.
The survey indicates that whereas 22% of
respondents think that their organization is not
aligned to the strategy at all levels, this falls
dramatically to just 8% of those that use the
Balanced Scorecard. Figure 2.
The issue of vertical alignment is a significant
one for organizations, with 54% of organizations
identifying poor vertical alignment as an issue - up
from 46% in 2009. The news is even worse with
regards to horizontal alignment across departments
and business units, which continues to be a
major concern for organizations, with only 21%
successfully breaking down the silos across buisness
units and functional lines. As Palladium advises
clients, and implements through global best practice
strategy execution methodology, e.g., the Execution
Premium Process, the whole organization should
understand the strategy and their role in executing
it. Tools such as Balanced Scorecard make it possible
to cascade strategy and align the strategy to
business units, departments and individuals.
But although the Balanced Scorecard framework
significantly enhances organizational alignment,
this needs to be supported by other performance
enabling factors if the ultimate reason for deploying
this time-proven approach is to deliver the hoped
for benefits – the execution of the strategy.
Two long recognized factors in the execution of
strategy are the quality of communications and
information sharing. The Palladium 2014 Strategy
Execution survey finds that 57% of respondents
believe communication of responsibility and
accountability is not clear enough to make it
possible for them to execute decisions and actions,
while 59% think that information sharing between
individuals and business units responsible for
strategy execution is poor or inadequate. In spite
of the technology and tools at our disposal, it is
suprising that communications continue to be a
critical gap. After all, it is now straightforward to
communicate messages to, and share information
with, multiple people located within dispersed
parts of the world simultaneously, at the touch of a
button and the speed of light.
Strategy Execution
5. PALLADIUM ::
Strategy Execution
Another survey finding might shed some light
on why communication and information sharing
is still deficient. About the same number of
respondents (59%) do not think that the speed of
decision-making is quick enough for them to the
execute strategy successfully. Notably, among
people identifying speed of decision-making as
too slow, 78% confess that their business model
is under threat right now (compared to 61% of
all respondents). In today’s fast-moving world,
such “slowness,” is already hurting organizational
performance. And the pain will only worsen!
The “speed of decision making,” has nothing to do
with technology. But it has everything to do with
the quality of leadership. And effective leadership
is the number one success factor for successful
strategy execution, especially in driving buy-in
and alignment deep inside the organization. Our
survey finds, for instance, that those companies
with strong strategic leadership are twice as aligned
to their strategy at all levels of the hierarchical
structure (50% of highly aligned compared to 25%
poorly aligned). Figure 4.
This was also reflected in the how organizations
are managing their strategic risk and realizing their
strategic initiatives. A full 82% or organizations
identified strategic risk management as important
to the execution of their strategy and yet only 42%
report satisfaction with their work in this area.
Further to this, only 9% of organizations believe
they have the capability to fully optimize their
strategic initiatives. Such findings might indicate
a lack of depth of strategy execution in these
organizations, leading to a failure to achieve their
strategic goals.
6. Leadership
:: PALLADIUM
Leadership
PALLADIUM ::
Leadership
Based on rigorous research and client-facing
experience, Palladium has done much work in recent
years in uncovering and codifying the required
leadership factors for successful strategy execution,
spearheaded through our 3-year “Leadership
for the Execution of Strategy” global research
project (in which we analyzed approximately 1,000
organizations around the world) with the Australia
Government’s Australian Research Council and
our academic partners Monash University and the
University of Queensland,
Based on this research, we define “leadership
for strategy execution,” as the process by which
organizations ensure that they have the right
leaders and leadership to ensure excellence in the
execution of their strategy. And this is clearly
something that resonates with survey respondents,
fully 96% of whom think that strategic leadership
is key to their future success. However, they also
report a gap between importance and capability,
with one out of two (51%) stating that that the
quality of the strategic leadership is currently not
satisfactory. Alarmingly, 67% of Board members,
CEOs and MD studied did not believe that their
current leadership development approach was
providing the skills that their leaders need to
successfully execute their strategy. There seems to
be a lack of executive stewardship of the execution
of the strategy and even of the strategy itself.
According to the survey, only 41% of respondents
recorded strong stewardship from the C-Suite,
potentially leading to a lack of prioritization and
focus on the strategy’s execution within the
organization.
The greatest weakness identified by all participants
is in managing change: fully 2 out of 3 (62%) think
that the inability to manage change or to overcome
internal resistance to change is a genuine problem
within their organization. Figure 5. 56% say that
strategy execution challenging because it conflicts
with existing power structure – overcoming this is a
change issue and one that can only be resolved by
senior leaders.
Returning to Dr. Norton’s mantra that “managing
strategy is about managing change,” the poor
performance of leaders in change management is
a very worrying finding. If leaders cannot manage
change they cannot manage strategy. And given
the amount of change, and from myriad directions,
that organizations are facing right now and which
will intensify over the next few years, being poor
at change management will have potentially fatal
consequences for many organizations. In fact, for
those who identified change management as a
major problem, more than 75% claim that they are
poor at strategy execution. As one example of how
this is already playing out, the very organizations
that are under threat in the market are the same
ones who are poorest at change (eight times more
likely to find this a major problem compared to
those whose value proposition is not under threat).
Overall, we found that change management success
is highly correlated to execution success and
organizational performance with no organizations
who excelled at change management performing
poorly at strategy execution.
According to respondents, the three most
commonly used leadership development approaches
are internal coaching (used within 38% of
organizations), structured leadership development
programs (36%) and 360-feedback (35%). But
only 26% of organizations are aligning their
leadership development to their execution needs, i.e.
“leadership for execution.” However, “leadership for
execution,” – central to which is creating a sense of
urgency and making a compelling case for change
that commits the entire organization - in good or
bad times - brings much higher returns, the survey
finds.
In terms of overall strategy execution performance,
organization aligning their leadership development
to their strategy, i.e. “leadership for execution,” are
22.7 times more likely to be high performing (68%
of high-performers/3% of low-performers) against
eight times for internal coaching, 8.7 times for
structured leadership development programs and
6.7 times for 360-feedback. Figure 5.
7. “Leadership for execution” brings stronger results
than traditional leadership approaches because
it matches with what employees need: providing
leaders with the skills they need within the context
of their organization to successfully execute their
strategy.
Through ongoing research and field observations,
Palladium has been able to more fully describe what
leadership for strategy execution looks like. We have
codified this into a robust methodology for aligning
leadership and execution, the 4C’s of leadership.
Figure 6.
A wave of recent research has identified attracting
and retaining essential employees as one of the key
issues facing organizations today, however fully
82% or organizations studied believed that do not
have a strong argument to attract and retain these
very people. Our survey found that organizations
with a positive organizational culture are 11
times more likely to attract and retain essential
employees, yet only 16% of organizations believe
they are genuinely able to sustain such a culture.
Added to this, more than half (56%) of organizations
identified their current incentive system as a barrier
to successfully executing strategy. Together, these
aspects are creating significant barriers to sustained
organizational success in a highly complex business
environment.
Complexity
Industry Maturity
Figure 6
Our survey found that organizations with a positive organizational
culture are 11 times more likely to attract and retain essential
employees, yet only 16% of organizations believe they are genuinely
able to sustain such a culture. Added to this, more than half (56%)
of organizations identified their current incentive system as a
barrier to successfully executing strategy.
Culture
Environment
Focus
Character
Engagement
Emotional Acumen
Characteristics
Process
Fitness
Agility
Momentum
Resource
Optimization
Learning
Communication
Change
Management
Context
Conditions
Capabilities
Leadership for the Execution of Strategy 4C model
8. PALLADIUM ::
Innovation
If we need to build better leadership models
we need to do the same for innovation. Many
executives find their organizations in a rapidly
changing environment that is threatening the core
profit engine; in every economic sector disruptive
changes are underway and accelerating- driven
by technological advances, shifting demographics,
regulatory changes, and new competitors. Our
respondents are in agreement (93%) that innovation
is a key factor to their future success, 2.3 times
more than in 2009. Yet, just 36% believe they
are good at innovating. Indeed, most respondents
believe that they are poor at all forms of innovation
studied, including incremental innovation (product/
service and process innovation), Customer
Experience innovation and Business Model
Innovation (reinventing aspects of an organization’s
Business Model – its value proposition and
operating model). 16% do not use any innovation
at all. In a time of such critical disruptions, this is
indeed concerning.
Incremental innovation, which primarily entail new
product/service development or enhancement or
continuous process improvement, is clearly a top-of-
mind worry for organizations today, most of
whom have deep concerns regarding their product/
service quality and ability to meet client demands.
Three out of four respondents do not believe
that the quality of their products and services is
significantly better than their competitors and
perhaps a more pressing concern only one out of
five respondents think that their organization is
genuinely able to satisfy their client needs (which
leads to serious worries over defection). It is
unsurprising therefore that 76% of organizations
have active programs and resources dedicated
to either product/service innovation or process
innovation. However, such incremental innovations
do not seem to be paying dividends, as more than
eight out of ten respondents (81%) are skeptical
about their organization’s ability to develop new
products and services that are strong enough to
overcome threats from other market players.
Innovation
We argue that incremental innovation will never be
sufficient to achieve sustainable success in today’s
“continuous turbulent times.” More attention has to
be paid to Customer Experience and Business Model
Innovation.
Given the pressing concerns regarding the
robustness of their business models (we have noted
that respondents demonstrate a genuine pessimism
regarding their company’s business model (61%
think their business model is under threat now) 72%
say that it will be under threat within the next 5
years, and even among financially high-performing
companies, 48% think their Business Model is under
threat now and 56% think it will be within 5 years),
it is of concern that only 23% of respondents say
that a Business Model Innovation mechanism is
in place within their organization (to which active
programs and resources are dedicated).Figure 7.
The vast majority that are not proactively applying
Business Model Innovation techniques such as
the experience co-creation, blue ocean strategy,
analogues, embedded assumptions and other such
tools would be well advised to heed the following
finding: those organizations that are using Business
Model Innovation are 13 times more likely to be
high performing in the execution of their strategy.
Equally concerning is that only 12% of organizations
practice customer experience innovation (such as
customer co-creation). With 60% of organizations
reporting that their value proposition is currently
being challenged and only 36% believing that the
satisfaction of the customer base is sustainable, this
omission should be of serious concern to executives.
Those who are active in this area are 12 times more
likely to be market share leaders and 37 times more
likely to be top quartile financial performers.
What is clear from this is that organizations must
revisit their portfolio of innovation to achieve a
better balance between incremental innovation and
business model and customer experience innovation
in order to succeed in this business environment.
9. PALLADIUM ::
The respondents to Palladium 2014 Strategy
Execution Survey are almost universally in
agreement that we are either in, or about to enter
very challenging and unpredictable times. Threats
from new market entrants are putting significant
pressure on the very business models that are used
to deliver value to customers. Organizations are also
very aware of what will be required to win in such
difficult times: strategic leadership (cited by 96%
of respondents), innovation (93%) and excellence
in strategy execution (92%), all being three “must
have” capabilities. Figure 8. This suggests that
organizations know what they need, but are failing
to invest sufficient resources into these critical
areas - leading to a lack of resilience. Those that
are taking action have a significant advantage over
those who do not, with 92% of organizations that
are successful across these three areas achieving
breakthrough financial results and a significantly
higher market share (21 times). Figure 9. In fact, of
those organizations that fell into this category, none
were performing worse than their competition in
either financial results or market share.
Conclusion
Without question, excellence in strategy execution
will require a greater focus on innovation (and in
particular Business Model and Customer Experience
innovation) if organizations are to embed the agility
required to fend off increasingly sophisticated and
rapacious competitors. But if we were to point
to one capability that organizations must become
much better at it is strategic leadership. What
is required for the competitive battles ahead are
leaders that can make and communicate compelling
cases for change (even in good times when the
financials are healthy), who can then align the
whole organization behind that strategic agenda,
who can engage employees and put in place the
mechanisms by which creativity and innovation
and learning from successes and failures are an
everyday reality. But such leadership capabilities, or
leadership for strategy execution, are not confined
to the very top echelons of the enterprise, but must
be inculcated at each hierarchical level. Those
organizations that achieve this will view“continuous
turbulent times,” as little more than business as
usual and will reap the corresponding rewards.
10. PALLADIUM ::
Respondent Profile
37% of respondants came from
the EMEA geographical region
36% of respondants came from
the Americas geographical region
27% of respondants came from
the APAC geographical region
1266 Organizations 74 countries
11. Palladium Group, Inc. is the global leader in helping organizations solve pressing strategy execu-tion
challenges. We are dedicated to understanding and addressing the strategic issues that drive
successful results. Founded by Dr. Robert S. Kaplan and Dr. David P. Norton, we help clients achieve
superior performance through a set of integrated consulting services. We deliver tangible results,
building enduring internal capabilities with supporting technologies and education programs. Our
approach combines expertise in proven strategy execution with integrated change management and
leadership development programs. Our methods include the Execution Premium Process™ (XPP™), the
Kaplan-Norton Balanced Scorecard™, and other best-practice frameworks that translate concepts
into programs that deliver measurable results. The benefits of our approach are demonstrated in
the Balanced Scorecard Hall of Fame for Executing Strategy®, which recognizes organizations that
improve performance through outstanding execution. Our offices located throughout the Americas,
Europe, the Middle East, and Asia-Pacific enjoy a successful track record with over 700 clients.
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