This document discusses the importance of leadership and purpose in driving transformation success. It finds that while leadership is central to transformation, leader engagement has decreased significantly since the pandemic. It advocates for a shift towards "generative leadership" that fully engages the head, heart and hands. This involves reimagining business to serve all stakeholders, inspiring the human experience, and executing through empowered teams. The document provides examples of companies that have built generative leadership through customized development journeys focusing on capabilities across head, heart and hands.
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
Many organizations face an environment disrupted by rapid market change, a proliferation of digital technology and changing workforce expectations. As the business context changes, leadership development has been changing with it. Innovation doesn’t happen without some digital context, which will require new skills for executives, managers and others.
What leadership competencies are being prioritized to meet the changing digital context? Is leadership development being pushed down through the enterprise to line-level employees? What technologies are used to deploy leadership development at scale and what are the roadblocks for modernizing leadership development? Skillsoft recently conducted the Modernizing Leadership for a Digital Economy survey to answer these questions and more.
In this webinar you will learn:
How leadership competencies are changing to prioritize digital skills
What job levels are being targeted for new leadership competencies
Where organizations fall on a maturity curve regarding new leadership competencies
Attitudes about technology adoption for leadership development
Shareholders and high performing employees need each other. Owners need growth enablers who can build the future company they envision. Key performers want to apply their unique abilities to a meaningful end that rewards them for value creation. So, how do you bring those two visions together in the way you construct rewards strategies? How do you pay crucial contributors in a way that improves shareholder value and makes owners feel good about the investment they are making in compensation? If these are questions you are trying to answer, you should not miss this!
Unleashing Potential: Talent Management and Career Development Strategies for...Vanessa Theoharis
This presentation was shared by Vanessa Theoharis and Julie Ried at the American Marketing Association Higher Education Symposium in November 2022.
The market has gone through a whirlwind of a year, as individuals contemplate the next stages of their career journeys, whether within the organization or elsewhere. As higher education leaders, you have the opportunity to create a workplace environment that will attract top talent, engage your team and motivate individuals to stay.
Bringing best practices from across the field, this presentation includes strategies around employee recruitment, retention, and engagement, specifically for marketing and communications teams.
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
Many organizations face an environment disrupted by rapid market change, a proliferation of digital technology and changing workforce expectations. As the business context changes, leadership development has been changing with it. Innovation doesn’t happen without some digital context, which will require new skills for executives, managers and others.
What leadership competencies are being prioritized to meet the changing digital context? Is leadership development being pushed down through the enterprise to line-level employees? What technologies are used to deploy leadership development at scale and what are the roadblocks for modernizing leadership development? Skillsoft recently conducted the Modernizing Leadership for a Digital Economy survey to answer these questions and more.
In this webinar you will learn:
How leadership competencies are changing to prioritize digital skills
What job levels are being targeted for new leadership competencies
Where organizations fall on a maturity curve regarding new leadership competencies
Attitudes about technology adoption for leadership development
Shareholders and high performing employees need each other. Owners need growth enablers who can build the future company they envision. Key performers want to apply their unique abilities to a meaningful end that rewards them for value creation. So, how do you bring those two visions together in the way you construct rewards strategies? How do you pay crucial contributors in a way that improves shareholder value and makes owners feel good about the investment they are making in compensation? If these are questions you are trying to answer, you should not miss this!
Unleashing Potential: Talent Management and Career Development Strategies for...Vanessa Theoharis
This presentation was shared by Vanessa Theoharis and Julie Ried at the American Marketing Association Higher Education Symposium in November 2022.
The market has gone through a whirlwind of a year, as individuals contemplate the next stages of their career journeys, whether within the organization or elsewhere. As higher education leaders, you have the opportunity to create a workplace environment that will attract top talent, engage your team and motivate individuals to stay.
Bringing best practices from across the field, this presentation includes strategies around employee recruitment, retention, and engagement, specifically for marketing and communications teams.
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
In this exclusive session, learn about how to:
- Navigate the shift in today’s work arrangements and preferences in the current workforce
- Successfully enhance employee experience and satisfaction
- Personalize your employee journeys through culture and goal-setting
Interested to learn more about employer branding? Book a free consultation with us at inquiry@talentview.com
TalentView Webinar Wednesday: Understanding The Modern Workforce 2022TalentView
The talent landscape has considerably been affected by the Great Reshuffle around the globe. What candidate and employee experiences do talents now look for? How do we attract, engage and retain today’s modern workforce?
In this session, you will learn:
- The trends shaping the talent landscape
- Changes in work set-up
- Strategies to provide an authentic employee experience
Watch the recording here: https://talentview.asia/understanding-the-modern-workforce/
Webinar: Carving The Right Path - A Succession Planning Guide for Millennial...TalentView
Let’s talk about your Millennials and upcoming Gen Z leaders. Have you tried to tailor your strategy to the work styles and cultural environment that Millennials and Gen Z leaders wish to have as they move into leadership roles?
In this session, you will learn about:
1. The top key work styles & preferences of Millennials and Gen Z leaders
2. How to drive retention and loyalty within your organization
3. New ways to strengthen your learning & development initiatives
Watch the recording here: https://fb.watch/hgaJV8Zy0z/
For questions or clarifications, email us at inquiry@talentview.com.
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
2021 pushed organizations to find an alignment between HR’s agenda and Business expectations. Those businesses that thrived in 2021 managed to build “Antifragility”.
Leadership Development Process - InspireOne - Redefining Learning JourneysInspireone
Development & Business results are interlinked comprehensively. Unless business leaders &
HR/OD leaders don’t work together to create and
support this linkage, a virtual tug of war will pull
people in opposite directions. InspireOne provides complete leadership development solution for your company.
Which Long-Term Incentive Plan is Right for Your Company? If you plan to grow your company, you will need a pay plan that rewards long-term performance. You just will! Employees want to know they can participate in the business value they help create.
The hard part is determining which value-sharing approach is most suitable. Should you share stock? If so, should you give away present value or just future value? If you do not want to share equity, do you still want to tie the incentive to business growth in some way? There are lots of questions to be answered before you can determine which LTIP strategy is best.
In short, we can help you decide how to pick the best LTIP for your company.
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
In this exclusive session, learn about how to:
- Navigate the shift in today’s work arrangements and preferences in the current workforce
- Successfully enhance employee experience and satisfaction
- Personalize your employee journeys through culture and goal-setting
Interested to learn more about employer branding? Book a free consultation with us at inquiry@talentview.com
TalentView Webinar Wednesday: Understanding The Modern Workforce 2022TalentView
The talent landscape has considerably been affected by the Great Reshuffle around the globe. What candidate and employee experiences do talents now look for? How do we attract, engage and retain today’s modern workforce?
In this session, you will learn:
- The trends shaping the talent landscape
- Changes in work set-up
- Strategies to provide an authentic employee experience
Watch the recording here: https://talentview.asia/understanding-the-modern-workforce/
Webinar: Carving The Right Path - A Succession Planning Guide for Millennial...TalentView
Let’s talk about your Millennials and upcoming Gen Z leaders. Have you tried to tailor your strategy to the work styles and cultural environment that Millennials and Gen Z leaders wish to have as they move into leadership roles?
In this session, you will learn about:
1. The top key work styles & preferences of Millennials and Gen Z leaders
2. How to drive retention and loyalty within your organization
3. New ways to strengthen your learning & development initiatives
Watch the recording here: https://fb.watch/hgaJV8Zy0z/
For questions or clarifications, email us at inquiry@talentview.com.
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
2021 pushed organizations to find an alignment between HR’s agenda and Business expectations. Those businesses that thrived in 2021 managed to build “Antifragility”.
Leadership Development Process - InspireOne - Redefining Learning JourneysInspireone
Development & Business results are interlinked comprehensively. Unless business leaders &
HR/OD leaders don’t work together to create and
support this linkage, a virtual tug of war will pull
people in opposite directions. InspireOne provides complete leadership development solution for your company.
Which Long-Term Incentive Plan is Right for Your Company? If you plan to grow your company, you will need a pay plan that rewards long-term performance. You just will! Employees want to know they can participate in the business value they help create.
The hard part is determining which value-sharing approach is most suitable. Should you share stock? If so, should you give away present value or just future value? If you do not want to share equity, do you still want to tie the incentive to business growth in some way? There are lots of questions to be answered before you can determine which LTIP strategy is best.
In short, we can help you decide how to pick the best LTIP for your company.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
2. Leadership is central to transformation success
Source: BCG Transformation Check 2022.
Energize and engage the
organization by defining
and cascading its purpose
and case for change
Support leaders in
activating key behaviors
and driving change
x2.3
Align senior leadership on
scope and help employees
understand why they need
to be part of the change
higher transformation
success rate
higher transformation
success rate
higher transformation
success rate
x3 x1.5
3. Yet leadership engagement in transformations remains lower than before
the pandemic
Sources: BCG transformation check analysis, 2020, 2021, 2022.
1
Based on self-assessment by survey respondents.
Average transformation success against expectations1
Value realization
Cost to achieve
Duration
Leader engagement
Employee buy-in
2020
~73% ~46%
+15% +32%
+19% +69%
~53% ~45%
~64% ~59%
–45%
+31%
+69%
–38%
–60%
2021 2022
Value realization initially declined during the pandemic
and has since remained stable
Cost overruns nearly doubled during the pandemic and
are still higher than expected
Timeline delays tripled during the pandemic
Leader engagement has decreased significantly since the
pandemic, showing a ~40% drop within two years
Employee buy-in declined during the pandemic and has
since increased slightly
4. Generative leadership is a purposeful approach to build for the future through
the head, heart, and hands
Source: “Why the World Needs Generative Leaders,” BCG.com, March 17, 2022.
From extractive . . .
Consume resources by focusing on business growth
and profitability, regardless of other consequences
. . . to generative
Grow and expand resources by putting society and
the planet at the core of the businesses
Head Heart Hands
Reinventing business to serve all
stakeholders
Inspiring and enriching the
human experience
Executing and innovating through
supercharged teams
5. Fully engaging head, heart, and hands is key to sustaining performance
improvements from a transformation
Source: “Why the World Needs Generative Leaders,” BCG.com, March 17, 2022.
Companies with sustained performance improvement (%)
Partially engaging
Head, Heart, and Hands
Fully engaging
Head, Heart, and Hands
33% 96%
6. Building purpose-driven, generative leadership for the future is a multistage
transformation journey
Source: BCG analysis.
Stagnating
Yet to define a purpose and
get digital transformation
right—limited value
created
Emerging
Executed successful
programmatic
transformation with a
purpose, but challenges
in effectively scaling
organization-wide
Programmatic approach to fix the core and build a
foundation for innovation (digital transformation)
Embed and scale cross-functional attributes to pivot to
growth from innovation (continuous innovation)
Scaling
Embedded purpose across
the organization and
delivered multiple waves
of successful digital
transformation—pivoting
to innovation-led growth
Future-built
Continuous innovation at
the leading edge of
disruption with generative,
purpose-driven leadership
at the core (fully engaging
head, heart, hands)
LEADERSHIP WITHOUT A PURPOSE GENERATIVE LEADERSHIP
7. Sources: BCG and BVA Group leadership survey, October 2020 and July 2021; BCG analysis.
Head: reimagining and
reinventing the business
to serve all stakeholders
Create alignment with a purpose and vision
· Define a sense of why the organization exists
· Identify and prioritize the big rocks and
communicate at all levels
Ensure value for all stakeholders
· Reshape what value means to the organization
· Expand your view of stakeholders
· Understand the connections your organization
has to addressing world challenges
Reimagine and reinvent
· Challenge existing assumptions to
unlock creativity
· Use combination of data, logic, and intuition
to make decisions
8. Sources: BCG and BVA Group leadership survey, October 2020 and July 2021; BCG analysis.
Lead with purpose
· Embed purpose into everything the organization
does—goals, decisions, actions, etc.
· Understand the connection between
organizational and individual purpose
Create an empowering culture
· Put the key elements in place for a culture where
people can do their best work
· Empower your people and support their growth
Demonstrate care
· Listen and learn first, then support
· Articulate and role model the importance of
wellbeing
· Recognize and confront your biases
Heart: inspiring and
enriching the human
experience
9. Sources: BCG and BVA Group leadership survey, October 2020 and July 2021; BCG analysis.
Create supercharged teams
· Leverage a wide array of both internal and
external skillsets, as well as technology to
compose teams
· Insist that teams focus on their head, heart
and hands to create the highest value
Inspire ownership in others
· Share the goal and let the team decide how
to accomplish
· Let go of more than you might feel
comfortable and make your teams more
autonomous
· Trust that your team will deliver
Boost resilience
· Learn from successes and failures
· Be flexible and adapt
· Encourage experimentation in all teams
Hands: executing and
innovating through
supercharged teams
10. Source: BCG Global Company of the Future Survey 2022; n = 546.
Note: ESG = environmental, social, and governance.
Head: future-built companies focus on C-suite digital savviness and
leadership alignment
Reimagining the business to serve all stakeholders Share of companies with high score
C-suite digital savviness 37% 68% 100%
15%
C-suite alignment 60% 81% 97%
23%
Roadmap for digital, AI, and climate and sustainability initiatives 44% 77% 86%
20%
Priorities and monitoring 45% 73% 89%
22%
Middle management alignment 41% 65% 89%
26%
ESG alignment with strategy 36% 57% 64%
20%
Current ESG performance 30% 48% 58%
11%
KEY ENABLERS SCALING
EMERGING
STAGNATING FUTURE-BUILT
11. Source: BCG Global Company of the Future Survey 2022; n = 546.
Heart: future-built companies focus on societal leadership and a compelling
employee value proposition
Inspiring and enriching the human experience Share of companies with high score
Societal leadership 49% 81% 78%
39%
Compelling employee value proposition 32% 75% 75%
15%
Digital skill investment 36% 32% 72%
41%
People growth and development 28% 65% 72%
15%
KEY ENABLERS SCALING
EMERGING
STAGNATING FUTURE-BUILT
12. Hands: future-built companies focus on empowering management
Source: BCG Global Company of the Future Survey 2022; n = 546.
Executing and innovating through supercharged teams Share of companies with high score
Empowering management 38% 74% 100%
20%
Rapid scalability 23% 44% 86%
11%
Team focus 44% 73% 75%
27%
Optimized work design 30% 58% 83%
15%
Entrepreneurial culture 30% 53% 83%
23%
KEY ENABLERS SCALING
EMERGING
STAGNATING FUTURE-BUILT
13. Leaders see clear purpose as essential to transformation success …
Source: BCG BrightHouse, BCG Global Transformation check Benchmarks 2020.
Among top 3 success factors along transformation, transformation leaders rated a clear purpose as #1
470
398
375
Successful
transformations
Unsuccessful
transformations
Average success
with transformation
30%
31%
39%
KEY FACTORS IN SUCCESSFUL TRANSFORMATIONS
Clear
purpose
Clear
communications
Aligned
leadership
14. … yet leaders often neglect heart-based leadership during transformations
Sources: BCG and BVA Group leadership survey, October 2020 and July 2021; BCG analysis.
HOW MUCH OF LEADERS’ FOCUS
SHOULD EACH DIMENSION RECEIVE?
HOW MUCH OF LEADERS’ FOCUS DOES
EACH DIMENSION RECEIVE?
Hands 33% 35%
x1.1
Heart 38% 27%
x0.7
Head 29% 38%
x1.3
15. Companies should focus on six principles to develop generative leaders
Source: BCG analysis.
Flexibility
Tailor journeys to leaders’ needs and focus
on a subset of 3–5 target behaviors
Immersion
Invest in targeted and dynamic
learning activities
Coaching
Unlock personal change for individuals
in a coordinated approach with
overarching transformation
Relevance
Balance learning content and capability
building across head, heart, and hands
Impact
Measure the outcome
from every action
Integration
Build change into leaders’
real, day-to-day work
16. Drive cross-functional
collaboration
Buy into the integrated roadmap
and create cross-functional
teams that work as a unit toward
shared objectives
· Engage constructively to
manage the workflows between
product, network, business
unit, and IT teams
Be an active initiative
sponsor
· Engage on details and give
pragmatic assistance on
bottlenecks and issues
· Pick the right accountable
initiative owners, who are
motivated to succeed
· Emphasize the connection
between initiatives and the
broader transformation
· Celebrate team successes
Work for efficiency and
quick wins, not perfection
· Commit to frequent reviews of
initiatives and authentic, informal
discussions about issues, risks,
trade-offs and re-prioritization
· Ask questions and encourage
continuous re-prioritization vs. a
static workplan
· Demand small, frequent
outcomes, allowing teams to
learn, iterate, and improve
· Implement informal 24-hour
escalation pathways—if anyone
at any level of the organization
has a problem and they can’t
resolve it in their team, they have
the green light to escalate it
Actively seek coaching
· Strive to unlock personal
change first
· Learn and refine how to highlight
initiatives in all communications
as a top priority
Source: BCG analysis.
And leaders must set a powerful example by shifting key behaviors
4
3
2
1
17. Sources: IMD.org; CUES, CEO Dialogue.
Context
· A mining company seeking to improve
productivity underwent a rapid
transformation effort
· The company sought to upskill
approximately 6,000 frontline managers to
be more caring and engaged
· The company built a leadership journey
focused on Heart qualities to improve
recognition, people coaching, and
empowerment in leaders across the firm
Action
Discover
Through robust measurements, the company
accurately assessed performance by individual
and function
Learn
· A new playbook showed managers how to
manage employee sentiments and difficult
conversations during the transformation
· Personalized capability training sessions
addressed the needs of individual managers
Apply
Apply learning experience into daily routine
to ensure practicality and relevance for
front line
Embed
Role models were identified to teach the
other frontline leaders
Results
· Most impactful capabilities were
selected to further strengthen them
· Managers grew more comfortable
having difficult conversations during
the transformation
A mining company supplemented a transformation by
helping its frontline leaders engage more with the heart
18. A global insurance company builds a pipeline of
generative leaders
Context
· A global commercial property insurance
company recognized that it would lose a
significant number of its top leaders to
retirement in coming years
· The company sought to identify and
develop successors to executive-level
leadership roles with an interactive,
generative leadership journey
· It launched leadership development
journey grounded in succession planning
Action
· The company developed a high-touch,
customized approach to developing
generative leaders, centered on executive
coaching
· The 9-month development journey, geared at
high-potential employees, included a
combination of:
– Sprints/workshops across head, heart, hand
– 1:1 coaching
– Coalition group coaching
· The aim of the journey was to grow and
empower adaptable leaders that drive
business results
Source: BCG analysis.
Results
· Strengthened cadre of generative
leaders who will be ready to fill top
leadership positions when needed
· Strengthened cross-functional
relationships between leaders
· Culture shift to incorporate more
feedback and collaboration
among leaders
