Developing the right culture for your company can mean the difference between success or failure
Most of us want an organisational culture that “leaves employees engaged, loyal, empowered to innovate and quick to collaborate,” says Adam Gale, writing for Management Today. The problem is, culture is difficult to define and even harder to change.
There’s more to building a successful management team than strategies and directives – people’s feelings come into play too.
Your board members may be good at their particular roles, but when you put any group of people together, emotions will always have an impact. How you choose to deal with them will affect outcomes, says Dr Lola Gershfeld, writing for Chief Executive.
The best strategy in the world will be doomed to failure unless you create the right environment for success.
“Culture eats strategy for breakfast,” says strategist and consultant Thomas Brown, writing for Raconteur. Companies looking to succeed in a constantly evolving digital world will need to reorient their organisation in a way that supports their initiative.
Recent targeting of cyber attacks on critical infrastructure – such as electricity, gas and water supplies – has highlighted the need for improved security of industrial control systems (ICS). Dana Pasquali, writing in DarkReading.com, urges organisations to take immediate action and sets out three priorities.
It seems obvious: happier employees give better service, which increases customer loyalty and leads, in turn, to stronger financial performance.
But blind acceptance of these assumptions can lead you to the wrong strategy.
Your company has its own unique performance drivers and pathways. Understanding the relationships that matter to your firm leads to smarter improvement strategies.
Faced with a complex and important decision, executives spend too little time exploring and extending the options.
Leaders quickly settle on just a couple of alternatives and take only a few criteria into account.
While this approach might work for straightforward problems, you need to expand your decision frame for complex and strategically significant decisions. Here’s how.
Even the most logical proposals for change can be met with suspicion unless executives deliver them with integrity.
But how do you consistently get your message across to your teams in a positive and believable way?
By taking three key steps, leaders can allow their sincerity to shine and have a greater chance of success. Here’s what a “credibility first” transformation model looks like.
Want to replicate the exponential growth rates of firms like Uber and Buzzfeed? You can.
It took Uber just three years from its establishment in 2009 to achieve a valuation of $18.2bn. Within a decade Buzzfeed grew its monthly usership to 200 million with six billion content views.
Follow these six guidelines to send your firm into hypergrowth.
What you do today determines your company’s future. The most successful firms learn to detect, analyse and capitalise on the earliest signs of emerging trends.
Writing for Harvard Business Review, Vijay Govindarajan describes how firms can master "planned opportunism" – a systematic process of detecting and interpreting the first signs of future developments in everything from customer behaviour to technology – and use these insights to reimagine your company’s future.
While no one can foresee the future with 100% accuracy, training your analysts to forecast objectively and work collaboratively can help you stay ahead of the competition.
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The late, great management guru Peter Drucker famously commented that “culture eats strategy for breakfast”. As Ken Favaro points out, writing for Strategy+Business, the quote…
According to Lynn Russo Whylly, writing for ChiefExecutive.net, ignoring or missing a major consumer trend or behavioural shift can seriously damage a brand’s chances of…
Competing on the basis of low prices is commonplace. But price wars are more than just trying to get an edge, observes Patrick Reinmoeller, writing…
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Strategic thinkers are shown to be the most highly effective leaders in multiple studies, observes Robert Kabacoff, writing for the HBR.org Blog Network. So given…
A Gartner survey in 2013 found that 64% of enterprises were either deploying or planning big data projects. However, writing for the HBR.org Blog Network,…
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