Learn about the changes that are happening the current organisation and leadership landscape. We will look into how enterprise mobile solution could be applied to maximise employee satisfaction and contribution.
Boundary less Behaviour - a powerful presentation that breakdown barriers between working sections internally and externally.it generate self confidence and courage from the inner being to face challenges and archive new heights.
The Dark Side of Innovation @daniel_eggerDaniel Egger
The Dark Side of Innovation shares practical insights and looks beyond the shiny/bright side. How could the process impact your organization? It also tackles insights from the practice and myths.
Startups and Beyond | Building Enduring OrganizationsAjay Batra
** A book by Ajay Batra **
In, Startups and Beyond: Building Enduring Organizations, the author shows how to envision an enduring organization, and how to go about building it, one brick at a time.
In a volatile, uncertain and complex world, the book brings fresh insights on building great businesses. It establishes guidelines to help startups and existing enterprises evolve into organizations that are resilient, innovative and performance-driven.
Best-practices and lessons from some of the most enduring organizations in the world, like: GE, Sony, Google and Tata, have been curated to offer a practical roadmap to entrepreneurs and business leaders.
The author leverages on his entrepreneurship and consulting experience (with startups and established organizations in India, USA, China, Singapore and Malaysia) and, supports it with research, to demystify the process of creating work cultures and systems that consistently over-perform, attract the best talent and create a lasting impact on society.
----
LAUNCH AND GROW SUCCESSFUL STARTUPS
Develop great products, find viable business models, build an initial team, plan a successful launch and grow the Startup
---
BUILD A GREAT BUSINESS
Best practices on managing growth, culture-building, execution and attracting/retaining/developing talent
Most companies struggle to sustain growth over the long term, especially after reaching a certain scale. Data shows that companies grew at 9-20% in the 5 years before entering the Fortune 50 but then 93% of those companies never achieved over 2% growth again. Additionally, while 84% of executives agree innovation is important to growth, only 6% are satisfied with their company's innovation performance. To spark innovation, companies must find ways to collaborate across three groups - commercial entrepreneurs focused on growth, social change agents focused on meaningful change, and corporate innovators focused on large-scale impact.
At Glassroots, we facilitate change by engaging all stakeholders. One of the keys to succes is a shared leadership model. This is our keynote speech about the topic. We share our learnings through different formats, from 10 min. pecha kucha talks to 3 hour workshops with tailor made exercises for your organisation. Bookings on www.glassroots.com
Employees at any level have always struggled between wanting to be their own boss in some capacity. The dream (for some) is to be able to work with a large degree of autonomy from the “boss”, in small teams that are personable, collegial and non-hierarchical. This setup is required in situations when things move fast and coordination is difficult or impossible. However, let’s hope it is not because the organization lacks inspirational leadership.
A typical case is a business development team that has been assigned the creation of new business entity in an overseas market. It is entrusted to be entrepreneurial, do the right thing, and adapt to local circumstances. How do you ensure this decentralized team does not reinvent the wheel, make choices that are inconsistent with the company brand, or miss out on opportunities to capture scale economies?
Effective decentralization is thus found in cohesive decentralization. First of all, amount organizational expectations. When a team is given decisional power, upper management should expect that they thoroughly inform themselves on and follow into the “grand scheme”. The team would immediately inform management about any issues that arise, come to them for advice, and take responsibility for corrective action and final results. Effective upward management means involving seniors for maximum effect, rather than keeping them at bay.
Cohesive decentralization is also about strengthening the fabric that keeps everything together, so that the whole organization can fly formation instead of all over the map. We’ve identified the seven key factors that bind teams for success, ensuring each team can thrive and survive within a larger team.
Boundary less Behaviour - a powerful presentation that breakdown barriers between working sections internally and externally.it generate self confidence and courage from the inner being to face challenges and archive new heights.
The Dark Side of Innovation @daniel_eggerDaniel Egger
The Dark Side of Innovation shares practical insights and looks beyond the shiny/bright side. How could the process impact your organization? It also tackles insights from the practice and myths.
Startups and Beyond | Building Enduring OrganizationsAjay Batra
** A book by Ajay Batra **
In, Startups and Beyond: Building Enduring Organizations, the author shows how to envision an enduring organization, and how to go about building it, one brick at a time.
In a volatile, uncertain and complex world, the book brings fresh insights on building great businesses. It establishes guidelines to help startups and existing enterprises evolve into organizations that are resilient, innovative and performance-driven.
Best-practices and lessons from some of the most enduring organizations in the world, like: GE, Sony, Google and Tata, have been curated to offer a practical roadmap to entrepreneurs and business leaders.
The author leverages on his entrepreneurship and consulting experience (with startups and established organizations in India, USA, China, Singapore and Malaysia) and, supports it with research, to demystify the process of creating work cultures and systems that consistently over-perform, attract the best talent and create a lasting impact on society.
----
LAUNCH AND GROW SUCCESSFUL STARTUPS
Develop great products, find viable business models, build an initial team, plan a successful launch and grow the Startup
---
BUILD A GREAT BUSINESS
Best practices on managing growth, culture-building, execution and attracting/retaining/developing talent
Most companies struggle to sustain growth over the long term, especially after reaching a certain scale. Data shows that companies grew at 9-20% in the 5 years before entering the Fortune 50 but then 93% of those companies never achieved over 2% growth again. Additionally, while 84% of executives agree innovation is important to growth, only 6% are satisfied with their company's innovation performance. To spark innovation, companies must find ways to collaborate across three groups - commercial entrepreneurs focused on growth, social change agents focused on meaningful change, and corporate innovators focused on large-scale impact.
At Glassroots, we facilitate change by engaging all stakeholders. One of the keys to succes is a shared leadership model. This is our keynote speech about the topic. We share our learnings through different formats, from 10 min. pecha kucha talks to 3 hour workshops with tailor made exercises for your organisation. Bookings on www.glassroots.com
Employees at any level have always struggled between wanting to be their own boss in some capacity. The dream (for some) is to be able to work with a large degree of autonomy from the “boss”, in small teams that are personable, collegial and non-hierarchical. This setup is required in situations when things move fast and coordination is difficult or impossible. However, let’s hope it is not because the organization lacks inspirational leadership.
A typical case is a business development team that has been assigned the creation of new business entity in an overseas market. It is entrusted to be entrepreneurial, do the right thing, and adapt to local circumstances. How do you ensure this decentralized team does not reinvent the wheel, make choices that are inconsistent with the company brand, or miss out on opportunities to capture scale economies?
Effective decentralization is thus found in cohesive decentralization. First of all, amount organizational expectations. When a team is given decisional power, upper management should expect that they thoroughly inform themselves on and follow into the “grand scheme”. The team would immediately inform management about any issues that arise, come to them for advice, and take responsibility for corrective action and final results. Effective upward management means involving seniors for maximum effect, rather than keeping them at bay.
Cohesive decentralization is also about strengthening the fabric that keeps everything together, so that the whole organization can fly formation instead of all over the map. We’ve identified the seven key factors that bind teams for success, ensuring each team can thrive and survive within a larger team.
The document provides 5 ideas for companies to reframe their corporate innovation activities. It suggests examining the physical and psychological spaces made for new ideas, whether deep thinking is encouraged over constant partial attention, who is in charge of having new ideas and if they stay long enough to have an impact, how staff turnover affects innovation efforts, and provides contact information for further resources.
The document outlines the requirements and process for a mid-term exam assignment. Students must work in groups to develop 25 multiple choice and true/false questions based on course materials in one hour. They will then take the exam individually under an honor code and are evaluated by their team members. Reading assignments from chapters 6 and 7 of the book Creativity, Inc. are provided, with summaries of key points about fostering systemic creativity in organizations and the innovation value chain.
Why Transformations Fail and How Could Project Management Help/Tathagat Varma
Business transformations often fail because they lack several critical success factors. Project management practices can help address many of the reasons transformations fail. The top 10 critical success factors for transformations include having a compelling vision, establishing a sense of urgency, ensuring ownership and support from top leadership, engaging people at all levels of the organization especially frontline employees, integrating initiatives through a coordinated approach, defining and staffing critical roles, objectively measuring progress, creating lasting change through culture change, and recognizing that transformations are ultimately about people so people must be prioritized. Addressing these success factors through project management practices can help increase the likelihood of a successful business transformation.
SLIM is Spark's approach to lean intrapreneurship. Intrapreneurship can be a huge undertaking - it affects an entire organization and, if done wrong, can be devastating. Check the presentation and feel free to contact us if you have any questions.
This document provides 5 questions for an individual assignment on foundations of management. The questions address: 1) Using a cultural model to describe the culture of Metropolia Business School and whether a consultant would want to change it; 2) Whether management needs reinventing to cope with changing business environments; 3) The significance of organizational culture to the success of Reckitt Benckiser and the type of employees they seek; 4) The difference between intrinsic and extrinsic rewards in relation to employee motivation; 5) The leadership behaviors of a favorite lecturer and whether students prefer people-oriented or task-oriented leadership.
This document debates whether a company should select an internal or external CEO. It discusses pros and cons of both options. A homegrown CEO understands the company's DNA and culture from serving within the organization for a long time. However, an external CEO may bring fresh perspectives and push the company in new growth directions. Ultimately, the CEO selected should balance understanding the company's strengths with a vision for future growth while ensuring employees stay motivated.
Ten ways that managers can be more engaging leadersTerrence Seamon
The document outlines 10 practices that managers can use to become more engaging leaders, as described by Terrence H. Seamon. The 10 practices are organized into an acronym called ALICE which stands for Align & Appreciate, Listen & Learn, Involve & Improve, Communicate & Coach, and Energize & Empower. These practices focus on getting employees focused on goals, appreciating individual talents, listening to different views, involving employees in decision making, providing feedback, and motivating employees. Research shows that engaged employees increase productivity and profitability for companies, and that managers have the biggest influence on engagement. By consistently using these 10 practices, managers can become engaging leaders that improve employee engagement.
Jack Welch created new ways to reform General Electric by giving employees more energy and opportunities for growth. He emphasized two-way communication between managers and staff to share ideas and feedback. Welch believed leadership is about having a vision and inspiring change that improves people's lives and organizations. Effective managers must have strategic marketing visions to gain profits and compete in changing markets.
This document discusses what will be required of managers as organizations shift to a platform way of working. It argues that managers will need to enable their organizations to explore problems, challenge assumptions, and prototype solutions. Specifically, it identifies six leadership engagements with design that will be important: 1) challenging assumptions, 2) leveraging empathy, 3) stewarding divergence, 4) navigating the unknown, 5) rehearsing the future, and 6) insisting on double value. These engagements involve using human-centered data to generate change, allowing different approaches to problems to be explored, and prototyping solutions with stakeholders.
“Creativity and Management” a research paper presented in an " Creativity and Management" Research Paper Presented at International Conference on New Paradigms
in Management Theory and Practice, hosted by School of Management Studies, Punjabi University, Patiala,
Punjab, India, on 04 – 05 September, 2010. Authors: Hardeep Singh and Bikrampal Singh
Satya Nadella transformed Microsoft's culture by instilling a growth mindset. When he became CEO in 2014, Microsoft was plagued by internal fighting and an evaluation system that prioritized individual goals over quality work. Nadella emphasized empathy, innovation, learning from others, and ensuring everyone has a voice. He abolished the old system and introduced continual feedback to encourage learning and improvement. Nadella also stressed a growth mindset where people seek to learn new skills and overcome constraints, leading to increased employee satisfaction and better business results.
The document discusses a system called "Progression" that aims to create a framework for sustained personal, professional, or organizational growth. It defines seven key areas of focus: Inspiration, Differentiation, Staging, Mechanics, Memory, Innovation, and Succession. The goal is to develop and apply these areas with increasing agility in order to exhibit leadership and sustain progression in business, social, or personal domains.
John Francis "Jack" Welch, Jr. (born November 19, 1935 this is also my bday) is an American chemical engineer, business executive, and author. He was Chairman and CEO of General Electric between 1981 and 2001. In 2006 Welch's net worth was estimated at $720 million.
What remedies should we seek for organizations which cannot learn, adapt and create? Most leaders imagine it to be something they lack, and add chief officers, innovation labs and digital business units to their companies. The better strategy is to remove things that already exist—impediments to the behaviors that sustain innovation, growth and a culture of continuous improvement.
The document describes The Growth System, an innovation initiative and system created by Innoworxx Management. The Growth System aims to help organizations improve profitability, reputation, adaptability, employee engagement and strategic alignment through collaborative innovation. It provides a diagnostic tool to measure innovation capability, and offers various solutions like the Roadmap Director, Flow Solution and Space Creator to facilitate strategically aligned innovation, knowledge sharing, and an environment supportive of creativity. The system also defines roles to engage employees in the innovation process and uses the Results Communicator to measure and communicate financial and non-financial results of innovation efforts.
This document summarizes a presentation on leadership and management in an agile world. It discusses how the role of management has changed due to increased business volatility and the need for agility. Traditional management theories are over 100 years old and may not be suited for today's environment where the only constant is change. Agile approaches emphasize collaboration, continuous learning, and empowering self-managed teams. The presentation examines different leadership styles and how to create a culture supportive of agility through practices like sharing power, decentralizing decision-making, coaching teams, and focusing on customer value over compliance.
We’re called FocusFirst because that’s exactly what we do.
We are focus experts - Helping corporate teams to focus. By combining expertise in strategic consulting, communications, and success psychology we support large companies in their transformational needs.
And reaching your most challenging goals is exactly what we set out to do.
FocusFirst® – achieving goals together.
http://www.focus-first.com
What is it about and why is it needed? Presentation in WORK2015 conference – New Meanings of Work, Turku Finland 21th of August 2015.
Minna Janhonen and Sara Lindström, Finnish Institute of Occupational Health.
How to embed business transformation in the dna of your companyErwin De Spiegeleire
This document discusses how to embed business transformation in a company's DNA. It argues that business transformation needs to be an attitude embedded in every employee, with the CEO playing a key role. Data is highlighted as a game changer for transformation. Both top-down and bottom-up approaches are important. Manufacturing companies should benchmark themselves against best-in-class performers. Innovation requires an ongoing loop. Talent management needs a customer-centric focus on employee happiness to drive business results. Ultimately, the CEO's goal is to achieve happiness across employees, customers, and shareholders.
Equinox Partners - 15Five - do not manage performance, inspire itPlamen Petrov
1) 15Five was founded with the goal of building a company that unlocks the potential of its employees and helps other organizations do the same through continuous performance management software.
2) While high employee turnover rates are costly for companies, most organizations focus on outdated management tactics that no longer resonate with modern employees.
3) Today's employees want opportunities to utilize their strengths and talents in service of a mission they believe in, and continuous performance management through 15Five's Best-Self Management approach aims to provide the environment for employees to thrive and reach their full potential.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
The document provides 5 ideas for companies to reframe their corporate innovation activities. It suggests examining the physical and psychological spaces made for new ideas, whether deep thinking is encouraged over constant partial attention, who is in charge of having new ideas and if they stay long enough to have an impact, how staff turnover affects innovation efforts, and provides contact information for further resources.
The document outlines the requirements and process for a mid-term exam assignment. Students must work in groups to develop 25 multiple choice and true/false questions based on course materials in one hour. They will then take the exam individually under an honor code and are evaluated by their team members. Reading assignments from chapters 6 and 7 of the book Creativity, Inc. are provided, with summaries of key points about fostering systemic creativity in organizations and the innovation value chain.
Why Transformations Fail and How Could Project Management Help/Tathagat Varma
Business transformations often fail because they lack several critical success factors. Project management practices can help address many of the reasons transformations fail. The top 10 critical success factors for transformations include having a compelling vision, establishing a sense of urgency, ensuring ownership and support from top leadership, engaging people at all levels of the organization especially frontline employees, integrating initiatives through a coordinated approach, defining and staffing critical roles, objectively measuring progress, creating lasting change through culture change, and recognizing that transformations are ultimately about people so people must be prioritized. Addressing these success factors through project management practices can help increase the likelihood of a successful business transformation.
SLIM is Spark's approach to lean intrapreneurship. Intrapreneurship can be a huge undertaking - it affects an entire organization and, if done wrong, can be devastating. Check the presentation and feel free to contact us if you have any questions.
This document provides 5 questions for an individual assignment on foundations of management. The questions address: 1) Using a cultural model to describe the culture of Metropolia Business School and whether a consultant would want to change it; 2) Whether management needs reinventing to cope with changing business environments; 3) The significance of organizational culture to the success of Reckitt Benckiser and the type of employees they seek; 4) The difference between intrinsic and extrinsic rewards in relation to employee motivation; 5) The leadership behaviors of a favorite lecturer and whether students prefer people-oriented or task-oriented leadership.
This document debates whether a company should select an internal or external CEO. It discusses pros and cons of both options. A homegrown CEO understands the company's DNA and culture from serving within the organization for a long time. However, an external CEO may bring fresh perspectives and push the company in new growth directions. Ultimately, the CEO selected should balance understanding the company's strengths with a vision for future growth while ensuring employees stay motivated.
Ten ways that managers can be more engaging leadersTerrence Seamon
The document outlines 10 practices that managers can use to become more engaging leaders, as described by Terrence H. Seamon. The 10 practices are organized into an acronym called ALICE which stands for Align & Appreciate, Listen & Learn, Involve & Improve, Communicate & Coach, and Energize & Empower. These practices focus on getting employees focused on goals, appreciating individual talents, listening to different views, involving employees in decision making, providing feedback, and motivating employees. Research shows that engaged employees increase productivity and profitability for companies, and that managers have the biggest influence on engagement. By consistently using these 10 practices, managers can become engaging leaders that improve employee engagement.
Jack Welch created new ways to reform General Electric by giving employees more energy and opportunities for growth. He emphasized two-way communication between managers and staff to share ideas and feedback. Welch believed leadership is about having a vision and inspiring change that improves people's lives and organizations. Effective managers must have strategic marketing visions to gain profits and compete in changing markets.
This document discusses what will be required of managers as organizations shift to a platform way of working. It argues that managers will need to enable their organizations to explore problems, challenge assumptions, and prototype solutions. Specifically, it identifies six leadership engagements with design that will be important: 1) challenging assumptions, 2) leveraging empathy, 3) stewarding divergence, 4) navigating the unknown, 5) rehearsing the future, and 6) insisting on double value. These engagements involve using human-centered data to generate change, allowing different approaches to problems to be explored, and prototyping solutions with stakeholders.
“Creativity and Management” a research paper presented in an " Creativity and Management" Research Paper Presented at International Conference on New Paradigms
in Management Theory and Practice, hosted by School of Management Studies, Punjabi University, Patiala,
Punjab, India, on 04 – 05 September, 2010. Authors: Hardeep Singh and Bikrampal Singh
Satya Nadella transformed Microsoft's culture by instilling a growth mindset. When he became CEO in 2014, Microsoft was plagued by internal fighting and an evaluation system that prioritized individual goals over quality work. Nadella emphasized empathy, innovation, learning from others, and ensuring everyone has a voice. He abolished the old system and introduced continual feedback to encourage learning and improvement. Nadella also stressed a growth mindset where people seek to learn new skills and overcome constraints, leading to increased employee satisfaction and better business results.
The document discusses a system called "Progression" that aims to create a framework for sustained personal, professional, or organizational growth. It defines seven key areas of focus: Inspiration, Differentiation, Staging, Mechanics, Memory, Innovation, and Succession. The goal is to develop and apply these areas with increasing agility in order to exhibit leadership and sustain progression in business, social, or personal domains.
John Francis "Jack" Welch, Jr. (born November 19, 1935 this is also my bday) is an American chemical engineer, business executive, and author. He was Chairman and CEO of General Electric between 1981 and 2001. In 2006 Welch's net worth was estimated at $720 million.
What remedies should we seek for organizations which cannot learn, adapt and create? Most leaders imagine it to be something they lack, and add chief officers, innovation labs and digital business units to their companies. The better strategy is to remove things that already exist—impediments to the behaviors that sustain innovation, growth and a culture of continuous improvement.
The document describes The Growth System, an innovation initiative and system created by Innoworxx Management. The Growth System aims to help organizations improve profitability, reputation, adaptability, employee engagement and strategic alignment through collaborative innovation. It provides a diagnostic tool to measure innovation capability, and offers various solutions like the Roadmap Director, Flow Solution and Space Creator to facilitate strategically aligned innovation, knowledge sharing, and an environment supportive of creativity. The system also defines roles to engage employees in the innovation process and uses the Results Communicator to measure and communicate financial and non-financial results of innovation efforts.
This document summarizes a presentation on leadership and management in an agile world. It discusses how the role of management has changed due to increased business volatility and the need for agility. Traditional management theories are over 100 years old and may not be suited for today's environment where the only constant is change. Agile approaches emphasize collaboration, continuous learning, and empowering self-managed teams. The presentation examines different leadership styles and how to create a culture supportive of agility through practices like sharing power, decentralizing decision-making, coaching teams, and focusing on customer value over compliance.
We’re called FocusFirst because that’s exactly what we do.
We are focus experts - Helping corporate teams to focus. By combining expertise in strategic consulting, communications, and success psychology we support large companies in their transformational needs.
And reaching your most challenging goals is exactly what we set out to do.
FocusFirst® – achieving goals together.
http://www.focus-first.com
What is it about and why is it needed? Presentation in WORK2015 conference – New Meanings of Work, Turku Finland 21th of August 2015.
Minna Janhonen and Sara Lindström, Finnish Institute of Occupational Health.
How to embed business transformation in the dna of your companyErwin De Spiegeleire
This document discusses how to embed business transformation in a company's DNA. It argues that business transformation needs to be an attitude embedded in every employee, with the CEO playing a key role. Data is highlighted as a game changer for transformation. Both top-down and bottom-up approaches are important. Manufacturing companies should benchmark themselves against best-in-class performers. Innovation requires an ongoing loop. Talent management needs a customer-centric focus on employee happiness to drive business results. Ultimately, the CEO's goal is to achieve happiness across employees, customers, and shareholders.
Equinox Partners - 15Five - do not manage performance, inspire itPlamen Petrov
1) 15Five was founded with the goal of building a company that unlocks the potential of its employees and helps other organizations do the same through continuous performance management software.
2) While high employee turnover rates are costly for companies, most organizations focus on outdated management tactics that no longer resonate with modern employees.
3) Today's employees want opportunities to utilize their strengths and talents in service of a mission they believe in, and continuous performance management through 15Five's Best-Self Management approach aims to provide the environment for employees to thrive and reach their full potential.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
The document discusses how LHH helps companies realize the potential of their existing workforces. It describes how LHH provides services like assessments, coaching, reskilling and internal mobility programs to help companies identify skills within their current employees, develop talent, and fill positions from within. This allows companies to increase productivity and engagement while reducing costs associated with replacing employees. LHH works with large multinational companies and has experience transforming entire workforces and developing leaders.
This document discusses innovative HR practices. It begins by explaining how innovative practices build competencies, capabilities, and foster innovation. It then discusses the need for HR practices to change with trends like increased competition and technological change. It also covers topics like employee motivation, individual innovativeness, organizational citizenship behavior, and the role of the HR leader in bringing innovative ideas and practices to help develop employees and lead the organization successfully.
The document discusses the need for organizations to develop a Staff Development Philosophy (SDP) to engage and develop the new generation of employees, Generation Y. It defines an SDP as a guiding document that is aligned with an organization's strategic goals and focuses on developing employees' talents through continuous learning. An SDP should be a living document that changes along with employees. It also emphasizes that managers are key change agents who can lead through identifying employees' strengths and developing their talents. Committing to an SDP will benefit organizations by retaining motivated employees who are invested in the organization's success.
The document discusses achieving managerial effectiveness through the planned behavior approach. It begins with an acknowledgement and table of contents. It then discusses what managerial effectiveness means, including achieving organizational goals and objectives. Key managerial skills are communication, listening, commitment to truth, empathy, persuasion, and leadership. The planned behavior approach for achieving managerial effectiveness includes behavior, normative, and control beliefs that influence intentions and actual behavior. The difference between effective and regular managers is also examined.
Right Quarterly 2nd quarter 2013: Career DevelopmentChris Jones
This document summarizes a client success story where Right Management helped a large Australian financial institution implement a career development initiative for employees. The financial institution was working towards its 2017 workforce plan, which would change the working environment for one of its divisions.
Right Management created and implemented a career development program to help employees adapt to this change. The program aimed to build coaching capabilities in people leaders and equip employees with skills to make their own career decisions. It also sought to align employee development with future corporate needs while developing career agility. The initiative included creating an online career portal and conducting career conversations between managers and employees.
Future of work: Self-management, business purpose and employee engagementCoincidencity
The future of work means a lot of things to a lot of people. But maybe, instead of talking about technologies or innovation, the future of work could be about establishing more engaged, humane, soulful, purposeful organisation... if so, how do you get there?
The document discusses Centre for Leadership Studies (CLS) Europe, a company that helps create great places to work and do business. It provides the following information in 3 sentences:
CLS Europe, led by David Wall, works to accelerate value for organizations through memorable and innovative practices, upholding clear values while growing. Maintaining a distinctive culture as the company expands is challenging but crucial for success. The document outlines an approach for CLS Europe's leadership team to strengthen their collective capabilities and commitment by focusing on their shared purpose and resolving issues together.
Reinventing your leadership team involves assessing and updating the composition, structure, and practices of your organization's top leaders to drive growth, innovation, and success. This can involve a variety of changes, such as reorganizing departments, adding new leaders with diverse skill sets, or updating the company's leadership philosophy. Here are some steps to help you reinvent your leadership team:
Assess Current Performance: Take an objective look at your current leadership team and identify areas for improvement. Consider factors such as communication, collaboration, and decision-making processes.
Define Your Goals: Clearly define what you want to achieve through the reinvention process. Consider your company's mission, goals, and values, and align your leadership team accordingly.
Evaluate Skillsets: Evaluate the skillsets of your current leaders and identify any gaps that need to be filled. Consider bringing in new leaders with diverse backgrounds and perspectives to help drive innovation and growth.
Foster Collaboration: Encourage collaboration and teamwork among your leadership team. Foster open communication, encourage idea sharing, and provide opportunities for cross-functional problem-solving.
Foster a Culture of Learning: Encourage continuous learning and development for your leadership team. Provide opportunities for professional development, coaching, and mentorship to help leaders stay up-to-date with industry trends and best practices.
By taking these steps, you can successfully reinvent your leadership team and drive long-term success for your organization.
There's a buzz about the future of work and what it means for individuals, leaders and organisations. In this pack we present our ideas about 3 dynamic forces – social, technology and economic change. We look at the implications for career management and present PlanDo, the market leading DIY career management platform that equips you to achieve, grow and contribute everyday.
- The document describes the organizational culture and structure of a bank branch, focusing on the responsibilities and relationships of the bank manager.
- Key personnel the manager interacts with include tellers, customers, and specialist managers. A diagram shows the branch structure and interdependencies between roles.
- Maintaining relationships is important for the manager, as existing clients provide business and referrals. Specialist managers help meet the needs of high-valued clients and bring in new business.
Essential Guide to Employee Onboarding SuccessAndrewCrebar
The Essential Guide to Employee Onboarding Success is for HR, People leaders and anyone looking to take their employee success to the next level.
It is a quick but detailed read on how you can use Employee Onboarding to Amplify your Employee Experience.
You'll learn:
1. What is 'EX' Management?
2. Why invest in 'EX'?
3. Why Onboarding is foundation of 'EX'?
4. What to consider in buying vs building a solution?
5. How to evaluate onboarding solutions?
Humans can often be complicated, thorny and messy - but those qualities make the magic happen.
By creating the right process and frameworks for getting your people confident, happy and productive - you can help build and support long-term employee success.
Excite! Unfolding Organizational Potential and Performance - 2016Dr. Thomas Juli
The document summarizes an organizational development program called Excite! that was launched by Magna International in 2014 to improve business performance. The program identified three key drivers of organizational excellence: delighting clients, building a happy workplace, and sustaining business value. When these three areas overlap, organizational performance is highest. The program developed principles and tools to help organizations evaluate and improve performance by increasing overlap among the three drivers. Leadership mindset and continuous self-improvement were identified as especially important for achieving and maintaining excellence. The appreciative inquiry approach used helped organizations identify strengths to build upon in developing new improvement initiatives.
The document discusses five key steps to creating the 21st century workforce experience:
1. Redefining employee engagement through establishing a "new people deal" that outlines mutual expectations and commitments between organizations and employees.
2. Re-inventing organizational structures to be more adaptive through dynamic talent marketplaces that match employees to the right assignments.
3. Shaping a reputation-based culture through transparency, peer feedback, and real-time check-ins to form an environment empowering talent transformation.
4. Leveraging innovative technologies to enable and drive real-time talent transformation and the creation of adaptive organizational frameworks.
5. Introducing an adaptive organizational model as the backbone for engaging talent, alloc
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/retrieve.do?tabID=T002&resultListType=RESULT_LIST&searchResultsType=SingleTab&searchType=AdvancedSearchForm¤tPosition=7&docId=GALE%7CA55412182&docType=Column&sort=Relevance&contentSegment=&prodId=AONE&contentSet=GALE%7CA55412182&searchId=R6&userGroupName=oran95108&inPS=true
Building leadership skills
Max Messmer
Strategic Finance. 81.1 (July 1999): p10+.
Copyright: COPYRIGHT 1999 Institute of Management Accountants
http://www.imanet.org
Listen
Abstract:
The latest survey by Robert Half International Inc on 150 executives from the largest US firms indicates that they consider leadership skills the most valuable asset in managers. Reality suggests that leadership is both a natural and acquired skill. Actively nurturing leadership skills in promising employees and providing them with opportunities to further their career will benefit all firms. Five practical steps are suggested that will enable firms to help develop leadership skills among their employees.
Full Text:
An assistant controller for a textile manufacturer in the south was asked recently to assume some of the training and development functions for his department. It was a challenging role for two reasons: The firm was in the midst of significant expansion, including opening additional plants and offices in two nearby states, and turnover has been an issue in recent years. Its rapid growth combined with a higher-than-average employee turnover rate elicited concerns that the company wasn't doing enough to actively develop future leaders.
In a recent Robert Half International survey of 150 executives from the nation's largest companies, leadership skills were identified as the most valued asset in managers. Some believe that leaders are born, not made, while others think that leadership is a quantifiable set of skills and ways of thinking that can be taught. Reality lies somewhere in between. While certain people do appear to have innate management capabilities, there are others who possess an identifiable potential that can be nurtured successfully. Actively cultivating leadership skills among promising staff members ensures that employees groomed to lead and manage have an in-depth knowledge of a firm's processes and long-term goals as well as a feel for its corporate culture.
Once leaders are developed, you don't want them to leave. By fostering an environment in which employees are given the means to enhance their management abilities and to continually expand their responsibilities, companies leave room for career growth, a key motivator and retention tool. Let's investigate five practical steps you can take to help develop leadership skills in your department.
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1. An Executive’s Guide to
Employee Engagement
!
Leveraging Enterprise Mobile Solution to maximise employee satisfaction & contribution
2. As time progresses,
not only there is a drastic
change in how businesses
achieve economic success,
there is also a big change in
how your employees define
value in a workplace.
3. Reference: Philips Design Paper - Rethinking value in changing landscape
http://www.design.philips.com/philips/shared/assets/design_assets/pdf/nvbD/april2011/paradigms.pdf
People!
Mindset
Business!
Mindset
5. !
!
A new kind of organisation - capable of
achieving both continuous innovation
and transformation along with
disciplined execution, while also
delighting those for whom the work is
done and inspiring those doing the work.
Moon shots for management
http://hbr.org/2009/02/moon-shots-for-management/ar/1
!
- Gary Hamel
!
Ranked by the Wall Street Journal as
“one of the world's most influential business thinkers”
7. To facilitate the finding of solutions!
The new role of
management
Not to dictate them.
Source: http://www.danpontefract.com/future-of-work-add-open-leadership-enterprise-2-0-connected-learning-and-mix/
8. To facilitate !
connections!
To match people with the
right skills and abilities to
projects where those skills
are most needed.
Source: http://www.danpontefract.com/future-of-work-add-open-leadership-enterprise-2-0-connected-learning-and-mix/
The new role of
management
9. To remove hurdles
to engagement!
By building approvals
mechanisms into workflows.
Source: http://www.danpontefract.com/future-of-work-add-open-leadership-enterprise-2-0-connected-learning-and-mix/
The new role of
management
11. Motivated
We believe transparency and timely
communication is essential in fostering
employee empowerment.
!
Business dashboard with enterprise
messaging capability could serve to
encourage employees to work together
as a team and achieve visible business
results together.
12. Adaptable
In this fast-changing world, the most
competitive organisations are those
filled with talented employees who are
willing to embrace changes.
!
Mobile learning with timely feedback
could be especially valuable for mobile
workforce as well as frontline and field
employees.
!
13. Resilient
It is people nature to enjoy bathing in
success, but a wise leader knows the
importance in nurturing a resilient team
that has the ability to thrive in the face of
challenge.
!
Managers can build a culture of trust by
opening up a platform to hear everyone’s
voice; Leaders can also instil courage into
people hearts by sharing with the
employees their real life stories.
14. Focused
According to Patrick Lencioni - author of
"The Five Dysfunctions of a Team", "If you
could get all the people in an organization
rowing in the same direction, you could
dominate any industry, in any market,
against any competition, at any time.".
!
Staff profile is an effective mean to promote
the alignment of individual actions around
organizational goals. Moreover, this is a
powerful tool for managers to discover the
hidden talents in their organization.
15. Efficient
Study from psychologists reveals that
people's job satisfaction is surprisingly
sensitive to daily hassle. Although many
organizations tend to downplay day-to-day
irritation, these little hassles could add up
and hit job satisfaction hard.
!
Workflow automator applies artificial
intelligence to turn tedious workflow such
as claim reimbursement and annual leave
application into simple steps - enabling
staffs to get administrative tasks done
anytime, anywhere.
17. Apply these 3 principles when planning your next
Enterprise Mobile Solution
Build on a solid
foundation
!
Security, Scalability,
Compliance, Scalability,
HR Control, Multi-Device
Staffs’ participation
is the key to success
!
Design to maximise
participation
Every organisation
has a different need
!
Customisable to fit
organisation & process
18. Wendy Tam
Vice President of User Experience, MotherApp
!
!
wendytam@motherapp.com
www.motherapp.com
Interested in knowing how MotherApp
could help in your organisation's
mobile solution needs ?
!
We’d love to hear from you. Contact us.