Latest in Leadership

Latest in Leadership (8)

The final paragraph of George S. Everly’s Harvard Business Review article of 24 June 2011 is thought-provoking1. Everly’s suggestion that in 2011 “To say we live in challenging times is an understatement” leaves us, by comparison in April 2022, with few adjectives to describe these times, other than these times. Just as the world is learning to cope with the COVID-19 global pandemic of the last two years, grapple with economic recovery, face the impact of climate change, and ongoing political and social challenges, on 24 February 2022 Russia invaded Ukraine, posing a massive geopolitical threat. At the time of this writing, the war has been raging for seven weeks, and the outlook is precarious. On 14 April 2022, Reuters news reported: “Russia warns of nuclear, hypersonic deployment if Sweden and Finland join NATO.”2 continue reading here...
We are in the fourth industrial revolution, Industry 4.0. The speed of change is truly exponential, driven by digital technologies including artificial intelligence, robotics, cognitive technologies, autonomous cars, 3D printing, and many advances in science. It is a revolution involving a fusion of physical and digital technologies that impacts every part of our daily lives, creating vast possibilities as well as threats across all sectors and industries. Organizations must be more agile, transform more quickly in an atmosphere of urgency and uncertainty, and put the human dimension at the forefront of creating higher performing learning cultures. Continue reading here...
As well as dealing with rapidly evolving political, economic, technological and environmental changes, organisations are experiencing unprecedented internal and external pressures from multiple stakeholders. Here we look at some of the forces creating the need for continuous evolution and what organisations can do to make perpetual transformation the norm. Continue reading here...

 

Delivering for citizens: How to triple the success rate of government transformations

By Tera Allas, Martin Checinski, Roland Dillon, and Richard Dobbs


An increase in the number of successful ones could help solve society’s greatest challenges, serve citizens better, and support the more productive use of public resources.

Click the link to read the full report. 

From McKinsey Quarterly (August 2016)

THE CEO GUIDE TO CUSTOMER EXPERIENCE

Companies that create exceptional customer experiences can set themselves apart from their competitors.

 What do my customers want? The savviest executives are asking this question more frequently than ever, and rightly so. Leading companies understand that they are in the customer-experience business, and they understand that how an organization delivers for customers is beginning to be as important as what it delivers.

 This CEO guide taps the expertise of McKinsey and other experts to explore the fundamentals of customer interaction, as well as the steps necessary to redesign the business in a more customer-centric fashion and to organize it for optimal business outcomes. For a quick look at how to improve the customer experience, see the summary infographic on the following page.

 Armed with advanced analytics, customer-experience leaders gain rapid insights to build customer loyalty, make employees happier, achieve revenue gains of 5 to 10 percent, and reduce costs by 15 to 25 percent within two or three years. But it takes patience and guts to train an organization to see the world through the customer’s eyes and to redesign functions to create value in a customer-centric way. The management task begins with considering the customer—not the organization—at the center of the exercise.



To continue reading the full article please see the attachment below. 

 

The Decision to Trust

27 Jan 2021 Written by
Published in Latest in Leadership

Key ideas from the Harvard Business Review article by Robert F. Hurley

The Idea

Half of all managers don't trust their leaders. And in organizations mired in mistrust, stress, divisiveness, and lackluster productivity prevail-prompting valued employees to flee to more motivating environments.

Becoming the Boss

25 Apr 2017 Written by
Published in Latest in Leadership

In this Harvard Business Review article, Linda A.Hill captures the nature and sources of difficulties facing new managers. She describes the underlying misconceptions about life as a manager, and the reality. Hill says learning to lead is a process of learning by doing and happens incrementally and gradually. Coaching and mentoring support from bosses of new managers is important to reshape misconceptions.

Our experience is that two problems get in the way of this:

  • New managers are reluctant to express concerns to their bosses for fear of appearing a failure.
  • Whilst bosses of new managers are keen to support new managers, time is limited and pressure for results takes priority.

Here are just some of our clients:


We make it our business to understand our clients thoroughly, to increase our knowledge constantly and to deliver exceptional value to our clients.

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