This white paper from Bank of America Merrill Lynch discusses how to build an effective top-tier management team as a business grows. It recommends determining management needs based on strategy, not friendship or family ties. Key C-level roles discussed include CEO, COO, CFO, CMO, and CTO. The paper stresses that new managers should share the company's vision and culture while also providing new perspectives to help drive future growth. Building an effective team is a process that happens over time as a business evolves.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
The document summarizes key aspects of the book "Your Strategy Needs a Strategy" by Martin Reeves, Knut Haanes, and Janmejaya Sinha. It introduces the strategic palette framework presented in the book, which outlines five different strategic approaches (classical, adaptive, visionary, shaping, renewal) that are suited to different types of business environments. For each approach, the summary discusses what it entails, when it should be used, and how it is implemented. The classical approach is used in predictable environments and focuses on scale and optimal market positioning. The adaptive approach is for unpredictable environments and relies on continuous experimentation. The visionary approach allows creating new industries, while the shaping approach collaborates with
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
The document discusses the traits needed for 21st century business leadership. It begins by contrasting 20th century leadership with the new skills required today, such as being decisive, insightful, and constantly challenging conventions. A modern leader must identify opportunities, embrace information from all sides, and drive progress through both intelligence and passion. Key traits of a 21st century leader include adaptability, self-awareness, accurate foresight, inspiring trust, aligning people around shared values, empowering all levels of leadership, serving customers, and enabling collaboration both internally and externally. Sustaining long-term performance requires an authentic leader who can galvanize the entire organization through these skills and qualities.
Term project 21st century business leadership-public speaking (94189)-fall 2016Muhammad Asif Khan Awan
Focuses to mention the characteristics that has been required to become an effective leader in the ongoing 21st century, in order to lead the business organizations in this global village.
How To Build Engaged, Motivated and Profitable Teams with Enterprise MENTORenterpriseleaders
This document discusses how managers can build engaged, motivated teams to increase profits through mentoring. It argues that mentoring employees is important for development but can be expensive. It introduces the Enterprise MENTOR program, a structured mentoring approach that allows managers to develop their teams in a cost-effective way and get more out of employees than previously thought possible. The program aims to help managers improve metrics like revenue, customer service, and employee engagement.
1) The most pressing HR challenge for organizations in 2012 is a lack of high-potential leaders, according to 31% of respondents. Additionally, 23% cited a shortage of talent at all levels.
2) Lean times have made it difficult for organizations to recruit, retain, and develop future leaders. Companies are also concerned about retaining top talent and losing them to other opportunities.
3) HR leaders must work with senior leaders to address concerns about leadership pipelines and retention by focusing on employee engagement, motivation, and career development.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
The document summarizes key aspects of the book "Your Strategy Needs a Strategy" by Martin Reeves, Knut Haanes, and Janmejaya Sinha. It introduces the strategic palette framework presented in the book, which outlines five different strategic approaches (classical, adaptive, visionary, shaping, renewal) that are suited to different types of business environments. For each approach, the summary discusses what it entails, when it should be used, and how it is implemented. The classical approach is used in predictable environments and focuses on scale and optimal market positioning. The adaptive approach is for unpredictable environments and relies on continuous experimentation. The visionary approach allows creating new industries, while the shaping approach collaborates with
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
The document discusses the traits needed for 21st century business leadership. It begins by contrasting 20th century leadership with the new skills required today, such as being decisive, insightful, and constantly challenging conventions. A modern leader must identify opportunities, embrace information from all sides, and drive progress through both intelligence and passion. Key traits of a 21st century leader include adaptability, self-awareness, accurate foresight, inspiring trust, aligning people around shared values, empowering all levels of leadership, serving customers, and enabling collaboration both internally and externally. Sustaining long-term performance requires an authentic leader who can galvanize the entire organization through these skills and qualities.
Term project 21st century business leadership-public speaking (94189)-fall 2016Muhammad Asif Khan Awan
Focuses to mention the characteristics that has been required to become an effective leader in the ongoing 21st century, in order to lead the business organizations in this global village.
How To Build Engaged, Motivated and Profitable Teams with Enterprise MENTORenterpriseleaders
This document discusses how managers can build engaged, motivated teams to increase profits through mentoring. It argues that mentoring employees is important for development but can be expensive. It introduces the Enterprise MENTOR program, a structured mentoring approach that allows managers to develop their teams in a cost-effective way and get more out of employees than previously thought possible. The program aims to help managers improve metrics like revenue, customer service, and employee engagement.
1) The most pressing HR challenge for organizations in 2012 is a lack of high-potential leaders, according to 31% of respondents. Additionally, 23% cited a shortage of talent at all levels.
2) Lean times have made it difficult for organizations to recruit, retain, and develop future leaders. Companies are also concerned about retaining top talent and losing them to other opportunities.
3) HR leaders must work with senior leaders to address concerns about leadership pipelines and retention by focusing on employee engagement, motivation, and career development.
This article examines the motivational needs employees have with any economical downturn. Within the article are best practices used, by four industry leaders, to enhance
motivation at work.
Align HR with Evolution of Company: An SME PerspectiveBrowne & Mohan
In this paper Ms. Indupriya S brings her insights on how to align your Human resources as your company grows and transforms from a SME to a larger company.
How to Address HR Challenges Through 2015KamelionWorld
From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage.
We can help you build your intercultural challenges visit www.kamelionworld.com
Talent and leadership development have always gone hand in hand. The understanding of talent has addictively focused
on high potential based on some Darwinian notion that future leaders are created from a pool of about 20 per cent of employees who evolve into the “chosen ones.” And so employers disproportionately invest large amounts of capital on a group of “high flyers” in the hope the chosen ones will develop into future leaders. Identifying the chosen ones assumes leaders have the ability to accurately speculate on potential based on observation of demonstrated capabilities in employees’ current roles and the belief that past behaviour is a predictor of future behaviour. However, the conventional approach to talent and high potential is very limited. It is not uncommon for leaders to be considered high potential under one manager in one business unit and then, after being transferred to another business unit, lose their royalty status as a high potential when they struggle to adjust to the finer nuances in the different business unit context. Vice-versa, duds inherited from other business units can suddenly emerge as high-potential talent in their new business unit. Nor is it uncommon to hear that leaders considered to be high-potential talent were actually not considered talent at all in their previous organizations. So what has changed? Has the employee suddenly inherited a dose of talent characteristics or has she simply found that unique combination of environment, manager and role that leverages her true potential?
Mpower: An action-learning approach to leadership development in SMB companiesBrowne & Mohan
Leadership development, unlike management development, is preparing the next line to embrace complex tasks and decision making and build process that enshrine the team to work and deliver higher productivity. In this article, Browne & Mohan consultants share Mpower progragm, an action learning leadership development program that can be effectively deployed in learning by doing and resource considerate SMB environments.
1) CEOs face immense pressure from changes in business conditions, stakeholder expectations, and increased competition. To succeed, CEOs must develop both technical skills as well as skills to build resilient organizations, including talent management, leadership development, and shaping corporate culture.
2) The best leaders have high emotional intelligence - they can tolerate ambiguity, show empathy, confidence, composure, energy, and adaptability. These soft skills are just as important as technical skills for success.
3) CHROs can be a key ally for CEOs. With their understanding of leadership, talent, and culture, CHROs can provide crucial insights to help CEOs implement strategies effectively and navigate the loneliness and demands of the
Self Mastery Skills Training for Working ProfessionalsOtamere Elegon
This document summarizes a training program called "Self Mastery Skills for Working Professionals" provided by Enlightened Services. The program aims to help professionals improve their self-worth through self-mastery skills, which will in turn improve their organization's net worth. It covers topics like self-awareness, communication styles, conflict minimization, and success strategies. The goal is for professionals to function more effectively by gaining excellent professional skills and understanding themselves better. The training focuses on both technical skills and soft skills to help professionals uphold the highest standards of their profession.
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
Are we ready for the HR and Social Revolution?HRBoss
Malla Latif, CEO of PortalHR.com, recently spoke at a HiringBoss event in Jakarta Indonesia about the local trends in employment, workforce conditions and talent in general. Mrs Malla highlighted how the social culture in Indonesia is shifting with social networks like Twitter, Facebook and other social media being well adopted by Indonesians. Ironically though, despite employees being high adopters of social media, organisations are generally being slow to adopt these new social behaviours. Businesses that fail to keep up with the social revolution will see their competitors taking their talent and market advantage.
Browne & Mohan consultants conducted a survey on what factors constitutes the best workplace or a place where employees would love to work. Findings show three aspects which influence an organisation to move towards being a 'lovable workplace'.
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
Srishti Software Pvt Ltd has evolved an unique approach to identify and develop lateral transfer of employees. In this paper we capture the framework adopted for identifying stars and performers, how they are supported in their job transfers and their apprehensions managed. Normative do and don't of lateral transfer of employees is presented.
Rewards & recognition alignment with Life-cycle of EmployeesBrowne & Mohan
This document discusses aligning rewards and recognition programs with employees' career stages. It outlines five career stages: pre-career, early career, mid-career, late career, and encore career. For each stage, employees have different expectations and needs. The document argues that rewards programs should be tailored to each career stage to properly motivate employees. It provides examples of rewards that would appeal to employees in the pre-career stage, such as employee of the month awards and post-it note recognition, to acknowledge their efforts and sustain an appreciative culture.
This document summarizes strategies for managing talent and workforce costs during an economic downturn. It discusses conducting a strategic role assessment to identify top performers in critical roles. It also recommends repositioning the workforce through comprehensive planning, including global sourcing, recruiting talent with needed skills, and creating meaningful work and career opportunities to engage employees. Keeping employees engaged and supporting their well-being is important for competitiveness during difficult times.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
This document discusses the importance of training and development for achieving excellence in execution. It argues that spending on training leads to better financial and operational results, including higher stock returns, revenue per employee, and profit margins. Research is cited showing that companies with strong talent management strategies, which include training and development, perform better especially during difficult economic times. The author advocates developing a long-term roadmap for training as a key part of excellence in execution.
The Retail Leadership Team is responsible for the performance of a $1B retail brand. In interviews, members identified several areas of strength, including clear goals and accountability. However, issues were also noted, such as an overfocus on operations versus strategy, siloed working styles, and lack of customer focus. Overall, while results are improving, the team is struggling to achieve goals and does not always function effectively as a unified team.
This document provides guidance to new executives on successfully transitioning into a new role during their first 90 days. It outlines five phases of onboarding: 1) Preparing for the first day through research and planning; 2) The critical first day, including meeting with the CEO and staff; 3) The first two weeks spent meeting key leaders and staff; 4) The first two months focused on developing strategy, structure and staffing plans; 5) The third month establishing department culture. Successful onboarding requires gaining alignment, building relationships, and developing plans while avoiding common mistakes like alienating others or focusing solely on results over relationships.
This document provides a guide for new executives on successfully integrating into a new company during their first three months. It outlines five phases for the onboarding process: 1) Preparing for the first day through pre-hire research and planning, 2) Focusing on initial meetings with the CEO and department on the first day, 3) Building relationships through meetings in the first two weeks, 4) Developing strategy and staffing decisions in the first two months, and 5) Establishing culture in the third month. The guide emphasizes the importance of the first 90 days and provides specific recommendations for key meetings and objectives to accomplish in each phase.
This very short document does not contain enough substantive information to summarize in 3 sentences or less in a meaningful way. It appears to be placeholder text for testing purposes.
This article examines the motivational needs employees have with any economical downturn. Within the article are best practices used, by four industry leaders, to enhance
motivation at work.
Align HR with Evolution of Company: An SME PerspectiveBrowne & Mohan
In this paper Ms. Indupriya S brings her insights on how to align your Human resources as your company grows and transforms from a SME to a larger company.
How to Address HR Challenges Through 2015KamelionWorld
From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage.
We can help you build your intercultural challenges visit www.kamelionworld.com
Talent and leadership development have always gone hand in hand. The understanding of talent has addictively focused
on high potential based on some Darwinian notion that future leaders are created from a pool of about 20 per cent of employees who evolve into the “chosen ones.” And so employers disproportionately invest large amounts of capital on a group of “high flyers” in the hope the chosen ones will develop into future leaders. Identifying the chosen ones assumes leaders have the ability to accurately speculate on potential based on observation of demonstrated capabilities in employees’ current roles and the belief that past behaviour is a predictor of future behaviour. However, the conventional approach to talent and high potential is very limited. It is not uncommon for leaders to be considered high potential under one manager in one business unit and then, after being transferred to another business unit, lose their royalty status as a high potential when they struggle to adjust to the finer nuances in the different business unit context. Vice-versa, duds inherited from other business units can suddenly emerge as high-potential talent in their new business unit. Nor is it uncommon to hear that leaders considered to be high-potential talent were actually not considered talent at all in their previous organizations. So what has changed? Has the employee suddenly inherited a dose of talent characteristics or has she simply found that unique combination of environment, manager and role that leverages her true potential?
Mpower: An action-learning approach to leadership development in SMB companiesBrowne & Mohan
Leadership development, unlike management development, is preparing the next line to embrace complex tasks and decision making and build process that enshrine the team to work and deliver higher productivity. In this article, Browne & Mohan consultants share Mpower progragm, an action learning leadership development program that can be effectively deployed in learning by doing and resource considerate SMB environments.
1) CEOs face immense pressure from changes in business conditions, stakeholder expectations, and increased competition. To succeed, CEOs must develop both technical skills as well as skills to build resilient organizations, including talent management, leadership development, and shaping corporate culture.
2) The best leaders have high emotional intelligence - they can tolerate ambiguity, show empathy, confidence, composure, energy, and adaptability. These soft skills are just as important as technical skills for success.
3) CHROs can be a key ally for CEOs. With their understanding of leadership, talent, and culture, CHROs can provide crucial insights to help CEOs implement strategies effectively and navigate the loneliness and demands of the
Self Mastery Skills Training for Working ProfessionalsOtamere Elegon
This document summarizes a training program called "Self Mastery Skills for Working Professionals" provided by Enlightened Services. The program aims to help professionals improve their self-worth through self-mastery skills, which will in turn improve their organization's net worth. It covers topics like self-awareness, communication styles, conflict minimization, and success strategies. The goal is for professionals to function more effectively by gaining excellent professional skills and understanding themselves better. The training focuses on both technical skills and soft skills to help professionals uphold the highest standards of their profession.
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
Are we ready for the HR and Social Revolution?HRBoss
Malla Latif, CEO of PortalHR.com, recently spoke at a HiringBoss event in Jakarta Indonesia about the local trends in employment, workforce conditions and talent in general. Mrs Malla highlighted how the social culture in Indonesia is shifting with social networks like Twitter, Facebook and other social media being well adopted by Indonesians. Ironically though, despite employees being high adopters of social media, organisations are generally being slow to adopt these new social behaviours. Businesses that fail to keep up with the social revolution will see their competitors taking their talent and market advantage.
Browne & Mohan consultants conducted a survey on what factors constitutes the best workplace or a place where employees would love to work. Findings show three aspects which influence an organisation to move towards being a 'lovable workplace'.
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
Srishti Software Pvt Ltd has evolved an unique approach to identify and develop lateral transfer of employees. In this paper we capture the framework adopted for identifying stars and performers, how they are supported in their job transfers and their apprehensions managed. Normative do and don't of lateral transfer of employees is presented.
Rewards & recognition alignment with Life-cycle of EmployeesBrowne & Mohan
This document discusses aligning rewards and recognition programs with employees' career stages. It outlines five career stages: pre-career, early career, mid-career, late career, and encore career. For each stage, employees have different expectations and needs. The document argues that rewards programs should be tailored to each career stage to properly motivate employees. It provides examples of rewards that would appeal to employees in the pre-career stage, such as employee of the month awards and post-it note recognition, to acknowledge their efforts and sustain an appreciative culture.
This document summarizes strategies for managing talent and workforce costs during an economic downturn. It discusses conducting a strategic role assessment to identify top performers in critical roles. It also recommends repositioning the workforce through comprehensive planning, including global sourcing, recruiting talent with needed skills, and creating meaningful work and career opportunities to engage employees. Keeping employees engaged and supporting their well-being is important for competitiveness during difficult times.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
This document discusses the importance of training and development for achieving excellence in execution. It argues that spending on training leads to better financial and operational results, including higher stock returns, revenue per employee, and profit margins. Research is cited showing that companies with strong talent management strategies, which include training and development, perform better especially during difficult economic times. The author advocates developing a long-term roadmap for training as a key part of excellence in execution.
The Retail Leadership Team is responsible for the performance of a $1B retail brand. In interviews, members identified several areas of strength, including clear goals and accountability. However, issues were also noted, such as an overfocus on operations versus strategy, siloed working styles, and lack of customer focus. Overall, while results are improving, the team is struggling to achieve goals and does not always function effectively as a unified team.
This document provides guidance to new executives on successfully transitioning into a new role during their first 90 days. It outlines five phases of onboarding: 1) Preparing for the first day through research and planning; 2) The critical first day, including meeting with the CEO and staff; 3) The first two weeks spent meeting key leaders and staff; 4) The first two months focused on developing strategy, structure and staffing plans; 5) The third month establishing department culture. Successful onboarding requires gaining alignment, building relationships, and developing plans while avoiding common mistakes like alienating others or focusing solely on results over relationships.
This document provides a guide for new executives on successfully integrating into a new company during their first three months. It outlines five phases for the onboarding process: 1) Preparing for the first day through pre-hire research and planning, 2) Focusing on initial meetings with the CEO and department on the first day, 3) Building relationships through meetings in the first two weeks, 4) Developing strategy and staffing decisions in the first two months, and 5) Establishing culture in the third month. The guide emphasizes the importance of the first 90 days and provides specific recommendations for key meetings and objectives to accomplish in each phase.
This very short document does not contain enough substantive information to summarize in 3 sentences or less in a meaningful way. It appears to be placeholder text for testing purposes.
This document provides guidance on successful executive onboarding within the first 90 days of a new role. It outlines five phases of the onboarding process: 1) Preparing for the first day through pre-hire research and planning, 2) The first day including key meetings, 3) The first two weeks focused on relationship building, 4) The first two months centered around strategy and staffing decisions, and 5) The third month establishing culture and improvement areas. The first 90 days are critical for setting up an executive for long-term success or derailing their career, so following an organized onboarding process is important.
The document provides an overview of followership and different types of followers. It discusses how expectations of followers have changed over time from passive obedience to wanting more meaningful work. It also notes that everyone plays the role of follower at some point and outlines a followership model with four types: self-starters, criticizers, slackers, and brown-nosers based on two dimensions of critical thinking and engagement. Self-starters are described as highly engaged and critically thinking followers who proactively seek to improve performance.
What if teams approached product design like a science experiment? Use this Lab Report template to test hypotheses & capture evidence. Experiment your way to measurable customer value.
Introducing: The Lab Notebook - A tool for managing a LEAN UX process jcasanave
This document introduces the UX Lab Notebook as a hypothesis-driven approach to delivering value to customers faster. It discusses defining problems from the customer perspective, generating hypotheses for solutions, designing experiments to test hypotheses, and determining how to measure the success of experiments. The goal is to learn quickly from small experiments what works for customers rather than completing large projects without verifying customer value. Metrics like completion rates, error rates, and customer confidence are proposed as ways to evaluate experiments.
The document discusses key functional competencies and behavioral attributes that are critical for CEO success in private equity-sponsored companies. It identifies several must-have attributes for these CEOs, including knowing the numbers, knowing the value drivers of the business, knowing customers, creating followership within the organization, building and cultivating a world-class management team, measuring organizational health, and thinking like an owner who is aligned with the private equity sponsors and focused on the value creation plan. Private equity firms seek CEOs who have these attributes in order to effectively lead portfolio companies and create value for investors.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
What keeps CEOs up at night?
“Leadership”, answered the President of one of India’s largest business conglomerates recently. “Do we have the right skills and capabilities to pull our strategy off,” reported a Global 500 CEO. “I worry that the current management team will not be able to take us where we need to go to next,” answered a third corporate leader.
Most CEO’s are satisfied with their strategies. Many are less satisfied with their performance. This Executive Insight Thought Leader centers on the imperative of leadership capability development as a business priority.
This document discusses measuring leadership in companies. It makes the following key points:
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2) Top companies take a holistic approach to leadership measurement, gathering data to provide insights for human resources, business leaders, people managers, and potential leaders themselves.
3) Examples of companies like Cummins use frameworks to rigorously assess employees' performance and potential, focusing on specific leadership attributes needed for business goals. Surveys also give feedback to better develop individual potential leaders.
1) Getting talent on the right track requires a long term talent strategy rather than quick fixes, which can perpetuate a cycle of catching one's own tail.
2) Building a robust talent bench through a 5+ year strategy that identifies critical capabilities and allows flexibility is key to absorbing short term issues.
3) Developing a talent culture through leadership commitment, measurement, and forums for discussing talent can help ensure the right people are identified and developed for key roles.
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Creating A Sustainable Employee Engagement CultureDavid Perry
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Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
Management by Objectives (MBO) is a management process where managers and employees jointly set goals for employees to work towards. The goals are agreed upon by both parties and employees are evaluated based on their achievement of these goals. If goals are met within the agreed upon timeframe, employees may receive a raise or promotion. MBO involves five steps - determining organizational objectives, managers meeting with employees to set specific and measurable goals, monitoring progress, evaluating performance, and deciding on compensation changes based on goal achievement. MBO aims to empower employees by involving them in goal setting.
This document discusses creating a talent management program for organizational excellence. It outlines three key elements: a talent creed, strategy, and system. The talent creed establishes core principles that guide employee behavior and culture. The talent strategy identifies how the organization will invest in different types of employees based on assessments and potential. This includes cultivating top performers, retaining backups for key roles, and allocating training. The talent management system translates the creed and strategy into processes using competency assessments, performance appraisals, potential forecasts, measurement scales, and succession/career planning. The system ensures talent management is implemented consistently across the organization.
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CEOs at the world’s most successful companies know that they can only safeguard their organization’s competitive future if they have the right leaders to develop and implement their strategy.
This document discusses the vision and dreams of the HR team at Balmer Lawrie, an Indian company celebrating its 150th anniversary. It makes the following key points:
1) Balmer Lawrie values its human capital and the HR team plays a significant role in developing and nurturing talent to drive organizational performance and transformation.
2) The HR vision is aligned with Balmer Lawrie's strategy roadmap for 2020, focusing on areas like human capital, operational excellence, customer centricity, and execution.
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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.
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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.
1 Provide formal training. No effective leader can function without an in-depth comprehension of how the organization works. Through orientations and training seminars, you can help each employee understand the significance of his or her function in the ...
Similar to Build Your Top Tier Team 1, Gordon Curphy, PhD (20)
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1. SEPTEMBER 2012
BANK OF AMERICA
MERRILL LYNCH WHITE PAPER Building Your Top-Tier Team
Taking your organization to the next level
requires the right management team with
the right combination of skills and expertise
Table of Contents Executive Summary: Meshing People, Culture and Vision
The Management Sponsored by Bank of America Merrill Lynch and written by
Hierarchy. . . . . . . . . . . . . . 2
Inc. magazine, the following article describes how owners of
What C-Level Hires Should
Bring to the Table. . . . . . . . 3 growth-oriented businesses typically wear many hats in the early
Breaking Down years of their ventures, a situation often dictated by financial
the Roles. . . . . . . . . . . . . . 4
necessity as well as the desire to retain maximum control over
Putting It All Together. . . . . 6
critical business functions. As your company grows, however,
Conclusion. . . . . . . . . . . . 7
you are likely to face an increasing need for more professional
expertise in order to get the most out of your business’s
performance. That means finding the right people to fit your culture
and vision while also accepting that the perspectives they bring to
the table may suggest shifts in direction that ultimately benefit the
business — even when those perspectives differ from yours.
2. Building Your Top-Tier Team 2
The process of expanding their management teams can be challenging for
entrepreneurs because many are initially reluctant to delegate responsibilities,
says Bruce R. Evans, a managing director at growth equity firm Summit
Partners. It is a challenge that must be overcome, however, because building
a management team can be a vital step in a company’s transition from a small
organization to a mature, stable business with greater capacity for future
growth. “By hiring the right people at this stage, you can lay the foundation
for the future, ensuring that your company has the resources and expertise
required to reach its full potential,” he says.
This white paper looks at the elements that comprise a true management team,
in terms of individual positions as well as what each position should contribute
to help professionalize your business.
The Management Hierarchy
Determining who belongs on the management team is a critical question for
business owners, and many get it wrong, says Gordon Curphy, president of
North Oaks, Minnesota-based Curphy Consulting Corporation and co-author
of Leadership: Enhancing the Lessons of Experience, the top-selling leadership
textbook in North America. “Ideally, strategy drives structure, which drives
staffing,” he says. “Businesses need to figure out how to make money, what the
optimal structure is for making that happen and who has the right skills to fill
each seat. Because businesses and their strategies vary considerably, there
is no set formula for the positions that comprise a true management team.”
In too many cases, he says, businesses reverse that sequence. They
ill-advisedly put friends and family members into key leadership positions,
then create organizational structures to accommodate their roles. When that
happens, “Business performance and employee morale and engagement
suffer,” Curphy says.
Sorting out leadership needs
Dan Roitman, founder and CEO of Stroll, a fast-growing Philadelphia-based
education e-commerce platform company, agrees with Curphy, to a point.
“Each business is different, and there’s no one-size-fits-all solution,” he says.
But there are essential functions requiring leadership positions in just about
every kind of business. These include the person heading the company (chief
executive officer or president), a head of sales and/or marketing and a finance
professional. “During the initial growth phases, ongoing capital-raising is an
important business activity,” he says. “You know your CEO and CFO are going
to be tied up with that initiative, so you might need a chief operating officer
3. Building Your Top-Tier Team 3
or general manager — someone who can make sure the business functions
efficiently day to day.”
Jeff Connally, a professor at the Acton School of Business and president and
CEO of national technology services provider CMIT Solutions, both based
in Austin, Texas, says that aside from needing a CEO, every growth-oriented
business eventually needs a qualified segment leader for customer acquisition,
service/product development, customer support, finance and human resources.
“There also may be other senior executive needs, based on the company and
the industry,” he adds.
What C-Level Hires Should Bring to the Table
All C-level positions in your business should be filled by individuals who not only
have a depth of functional and industry-specific experience, but also share with
the rest of the management team your holistic view of the company, Connally
says. They must be committed to placing the overall success of the organization
above the narrower focus of the functions they lead.
All C-level positions should
In building Stroll’s management team, Roitman set his sights on candidates
be filled by individuals who
who were “equipped to give the right amount of time and attention to their
share your holistic view
area of expertise and responsibility and prepared to bring that perspective
to the management table. So when the team comes together, you have a full of the company.
picture of the business.” His company is currently in the process of adding
a general counsel to the management team, but it is screening heavily on
business acumen. Although the new hire’s focus will be on legal issues, “To be
considered for our management team, candidates have to be strategy-minded,
growth-oriented and business savvy,” Roitman says.
Every member of your management team should have three critical abilities,
Curphy says:
yyFirst, they should have a proven ability to get results. “The CIO has to deliver
new software on time and on budget; the head of sales needs to hit his or her
top line and margin numbers, etc.”
yySecond, top managers must be able to build their own high-performing teams
as your business continues to grow.
yyThird, they need to get along with each other, know how to operate in a
corporate environment and be willing and able to adapt to your company’s
corporate culture (if that is the culture you have decided to keep).
4. Building Your Top-Tier Team 4
Breaking Down the Roles
The duties and responsibilities of specific management team positions may
vary based on the needs of your business and the industry in which it competes,
but most C-level and other senior posts will have certain attributes and
characteristics in common.
yyChief Executive Officer. Every business needs a “commanding officer”
in charge of overall business strategy. In most organizations, that is the CEO The CEO should be a visionary,
or president, a role typically filled by the founder or owner in the early stages constantly looking to future
of a business (although a time may come when it makes sense to cede this opportunities for the company.
position to a professional manager). The CEO functions as a leader, driving
organizational change as needed and taking responsibility for employee
motivation and morale. He or she should be a visionary, constantly looking
to future opportunities for the company; a decision maker, formulating
policies and planning and setting the course of action; and a manager,
overseeing operations, implementing plans and allocating resources. In most
organizations, the CEO is the chief strategist, although in some cases that
role might be filled by the CFO or CMO, says George Bradt, author of The New
Leader’s 100-Day Action Plan (Wiley, 3rd Edition, 2011) and managing director
of PrimeGenesis, an executive onboarding and transition consulting firm
headquartered in Stamford, Connecticut.
yyChief Operating Officer. Sometimes given the title of director of operations,
the COO is usually one of the highest-ranking C-level positions, reporting
directly to the CEO. The COO is responsible for the company’s daily
operations, although the scope of those duties may vary across industries.
In manufacturing, for instance, the COO is usually responsible for making sure
business operations are conducted efficiently and effectively, resources are
properly allocated and the proper distribution systems are in place. In service
businesses, the COO’s duties might be skewed more toward organizational
and performance-monitoring issues.
yyChief Financial Officer. Traditionally, the CFO has been responsible for
financial planning, record-keeping, reporting and risk management as well as
analyzing and interpreting financial data for the CEO and other members of the
management team. However, in recent years — and especially since the Great
Recession — CFOs have been playing a much more strategic role in many
businesses, actively participating in long-range planning and the development
of future business initiatives.
yySenior Sales Executive. The title may vary (executive vice president, senior
vice president, director of sales, etc.), but this is a pivotal position in any
growth-oriented business. The senior sales executive is responsible for
5. Building Your Top-Tier Team 5
driving growth by identifying and qualifying sales prospects; hiring, training,
motivating and monitoring the sales team; designing and implementing
a sales pipeline; and establishing and maintaining relationships with
customers. In most cases, these duties have been handled by the founder,
owner or CEO, so this addition to the team frees up the CEO for more
strategic activities.
yyChief Marketing Officer. Marketing has become an increasingly critical C-level
function in the digital age, when finding and keeping customers is more about
relationship building than the hard sell. A 2011 IBM study of 1,700 CMOs
found that the four biggest challenges they face are the explosion of data
(a phenomenon dubbed “big data” in marketing circles), social media, the
proliferation of channels and devices, and shifting consumer demographics.
At the same time, today’s CMOs must still handle the position’s traditional
responsibilities, which can include advertising, promotion and other marketing
communications; market research; participation in strategic planning; and
shared responsibility for, or at least participation in, sales management,
product development, customer service and distribution channel
management.
yyChief Technology/Information Officer. Technically, there is a difference
between CTO and CIO, but for the most part, only large organizations have
both. The important thing for a growth company is that it has at least one
go-to person who is responsible for technology needs. In larger organizations,
the CTO is outward-facing, focused on technologies the company hopes
to commercialize or that are critical to the development or manufacture of
products it sells, while the CIO is internally focused, responsible for the
technologies (primarily information technologies, or IT, in most cases) used to
keep the company running efficiently. Whatever his or her title happens to be,
a growth company CTO/CIO should be capable of handling both functions and
of providing needed input to the strategic planning process.
yyHuman Resources Director. In some organizations, this is now a C-level
position (chief human resources officer), an acknowledgement of how
important the human resources function has become to business success in
the 21st century. In 2009, the Cornell Center for Advanced Human Resource
Studies did an extensive survey of the CHRO’s shifting roles and challenges
and found the position responsible for a wide variety of duties: strategic
advisor and confidante or coach to the executive team, talent architect, leader
of the HR functions, liaison to the board of directors (in larger organizations)
and representative of the firm to external stakeholders. The senior HR
officer is also “the canary in the coal mine,” responsible for sensing morale
problems in the workforce and finding solutions to them. CHROs spend
45 percent of their time collaborating with other senior business executives.
6. Building Your Top-Tier Team 6
Putting It All Together
It’s a rare growth company that can instantly form a top-tier management team.
Exceptions, Connally says, include acquisitions where an intact management
team comes as part of the deal as well as venture capital-backed businesses
that are preparing for a public offering or the next stage of growth, in which
case the backers may “plug in” an entire management team to get ready for
the event.
At businesses with an organic growth strategy, the management team tends to
evolve. “Pain is usually the trigger for evolutionary growth, as this clarifies the
need for leadership expertise in specific functions,” Curphy says. “For example,
organizations experiencing major IT problems hire CIOs; those with recruiting,
turnover, payroll or compensation problems hire heads of HR.” Along with the “Pain is usually the trigger for
need for new expertise, other triggers for adding senior executive positions evolutionary growth, as this
include capacity issues and strategic-focus changes, Bradt says.
clarifies the need for leadership
Where culture fits in expertise in specific functions.”
Corporate culture is an important consideration, too, and not just from the
perspective that new hires have to fit the existing one. A major benefit of
recruiting new blood to C-level positions is the fresh skill, experience and point
of view it brings, and it can be a big plus when those views differ from those of
the founder. “It’s a choice,” Bradt says. “If the current culture is appropriate for
where the organization is going, new members of the team should fit into it as
much as possible.” But if the current culture is not working, the organization
will need to change the culture as soon as possible, Connally says, and new
senior hires can help drive that change. Such change can be an opportunity
for you to foment a new corporate culture that better aligns with your clients,
more accurately conforms to the image you want to project and creates a more
positive work environment for your employees.
Your own network of contacts, professional organizations, clients and
competitors are all potential sources for finding top-tier managers for your
company, but at some point you may find yourself working with an executive
headhunter. The pros of that approach include speed, the ability to cast a wider
net over a more-qualified slate of candidates and the brand-name recognition
some headhunters have, which can get you access to candidates you might
not be able to reach on your own. Downsides to consider are the cost, which
can be considerable, and questions about how well the headhunter really
understands your business.