Hay Group International Conference, Shanghai
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Hay Group invites you to its signature global business event - the International Conference. Slated to be held in Shanghai this year, the theme of focus is "Leading Transformation". Stay posted for more details on the event!
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What are some tips and secrets you can provide to project
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This excellent collection of essays reveals traps some managers fall into that derail their attempts at transitioning from Waterfall to Agile. The experts also highlight keys
to success, an important one being the need for good communication within and across teams. One big take-away from these project management professionals is that
becoming more Agile is a huge cultural transition that requires commitment at all levels
within the business.
I believe that the insights that these experts provide will be of great interest and value to anyone trying to improve their project management processes.
All the best,
David Rogelberg
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1. The need for proactive and intentional innovation, the critical importance of the role of the leader in setting Innovation as a enterprise priority/formal strategy, creating/maintaining an "innovation culture," having an innovation system, and executing both exploitive and exploration innovation
2. Making "employee engagement" a key priority and component of enterprise Human Capital strategy and to be included in the overall company strategy -- knowing the drivers, and having metrics (Global employee engagement is 13%: "engaged employees are involved in, enthusiastic about, and committed to their work and workplace" )
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The document discusses different learning styles and how understanding learning styles can help people work together more effectively. It describes four main learning styles: diverging (creators), assimilating (planners), converging (decision makers), and accommodating (do-ers). Understanding one's own learning style and the styles of others can help tailor communication and tasks to people's strengths. This allows for better motivation, commitment to goals, and collaboration within teams where members have diverse styles.
Aligning Strategy and Culture
This document discusses aligning an organization's strategy and culture. It outlines three key ways to do this:
1. Aligning shared values, organizational messages, and desired behaviors to drive results. High performing companies clearly communicate their purpose and values throughout the organization.
2. Engaging and enabling employees to enhance performance. Organizations must ensure employees have what they need to do their jobs well and feel supported, not just motivated.
3. Challenging unwritten rules to enable transformation. Leaders must confront unhelpful cultural norms and behaviors internally to drive change.
The Changing Face of Reward
The changing face of reward examines how the business drivers of reward are changing due to the impact of the global downturn and other macroeconomic trends in the global economy.
Top Executives Compensation Report 2012-13
The document summarizes key findings from Hay Group's annual Top Executives Compensation Report 2012-2013. Some of the main points include:
- Executive compensation in India is expected to rise moderately by 9% in the coming year.
- Factors like markets, strategy, culture and ambitions are better indicators of executive pay than job level alone.
- Companies place much higher value on the CEO role compared to other top executives, with CEOs paid 3-4x more in some industries.
- Sectors with evolving business models and need for outside talent see higher pay differentials for CEOs.
- Variable pay makes up 30-44% of total compensation for CEOs and
Talent Q Factsheet
Talent Q provides online psychometric assessments called Dimensions and Elements that measure personality traits and abilities. [1] The assessments can be used for screening, selection, development, and other talent decisions. [2] They are quick to complete, adaptable, and provide data to inform various talent processes. [3] Organizations see returns through improved predictions of job performance, lower costs from streamlined processes, and better matching of candidates to roles.
Predicting Sales Performance
Talent Q’s Dimensions provides a cost-effective way to measure the capability of sales staff, especially when assessing large numbers in revenue-critical roles.
Potential - For What?
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.
Identify your future stars
Future winners are investing in the right leaders today. As in past recessions margins are being cut, costs pushed down, currencies are shifting – and future winning organisations are starting to reposition themselves.
The flight into deviance
This document summarizes strategies for leaders to avoid collusive managerial delinquency and address organizational culture risks. It discusses how inappropriate norms and risk-taking develop gradually through unchallenged assumptions. Leaders should explore internal doubts and uncertainties, understand implicit norms, and check assumptions behind language. Better listening and acknowledging diverse views in groups can surface issues to address before problems escalate.
Culture Transformation
True culture transformation requires more than a cosmetic corporate make-over. How can companies re-align culture and make change stick?
Emotional Intelligence Factsheet
Emotional Intelligence (EI) helps measure and develop high-performance behaviors in employees using the validated Emotional and Social Intelligence Competency Inventory (ESCI). The ESCI measures 12 EI competencies through a 360-degree assessment and provides individualized feedback reports to help employees strengthen their EI. Research shows that EI accounts for two-thirds of the difference between average and top performers and is particularly important for complex roles. Organizations that implement the ESCI see benefits like enhanced innovation, faster change acceptance, better resource use, and improved motivation and collaboration.
Why being clever isn't enough?
In the words of EI guru Dr Daniel Goleman, Emotional Intelligence is: ‘the capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.’
Leadership for tomorrow: Once more, with feeling
Know yourself.’ The ancient Greeks considered this a must have
virtue. And they were right, as recent research shows a direct correlation between high leadership performance and accurate self-awareness – in other words, emotional intelligence.
Getting Engaged
High-performing organizations require discretionary effort by employees who are both engaged and enabled.
Emotional Intelligence : Leadership Prescription for Tough Times
Emotional intelligence has remained a relevant leadership concept despite initial skepticism, as its core qualities help leaders address fundamental challenges in today's changing business environment. These challenges include leaner organizations requiring influence over direct authority, a diverse multigenerational workforce with different expectations, and an evolving collaborative leadership role. Emotionally intelligent leaders listen actively, engage and motivate diverse teams, and inspire trust especially during economic uncertainty. Research shows these leadership behaviors deliver results by modifying brain chemistry and narrowing the performance gap between leaders who do and do not demonstrate emotional intelligence.
Enemy of Engagement
According to new research from Hay Group, between one-third and one-half of employees report work conditions that prevent them from being as productive as they could be. The book "The Enemy of Engagement" outlines hidden impediments to employee performance such as excessive procedures, lack of resources, and narrow roles. It provides managers with insights and tools to ensure employees are willing and able to contribute at their maximum potential and radically improve productivity. The book is authored by leaders in Hay Group's employee research division and will be published in October 2011.
Outsourcing : A Business Imperative for the Power Sector
The power sector is going through a huge wave of change after electricity became a business post enactment of Electricity Act 2003.
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Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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Hay Group International Conference, Shanghai
- 1. Leading transformation Hay Group International Conference 27 & 28 November 2013 | Shanghai Save the date
- 2. Don’t miss our International Conference in Shanghai on 27 & 28 November 2013 Truly innovative companies are continually looking to transform and improve their business. For these organisations, transformation is not a once-off business process but an ongoing commitment. During the conference, we will: ƒƒ explore sustainable organisational transformation; ƒƒ focus on leaders and their role in championing change and delivering outcomes; and ƒƒ hear from business leaders who have led transformation through innovation, operational excellence and globalisation. To get concrete ideas on how to improve your business results through transformational change, save the date and join us in Shanghai on 27 & 28 November. This event is exclusive to CEOs and other senior business leaders. ƒƒ www.thehaygroupconference.com/asia We are delighted to have an impressive line-up of speakers, including: ƒƒ Chairman of China Resources Corp. (China’s largest conglomerate) ƒƒ CEO of China Eastern Airlines (China’s leading airline) ƒƒ CEO of GSK Vaccines (A leading global vaccine manufacturer) ƒƒ Ram Charan (International expert and best-selling author) Speakers