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Lee Carter
Join the webinar on 17 April as we explore how an organization transformed its approach to strategy, leading to powerful changes in how work gets done within the organization. Mike Welch, Strategy Delivery Office Director at the APA, and Laura Barnard, President of PMO Strategies (the APA’s strategic advisors), will share the ups and downs of their journey to success in dramatically increasing the return on strategic projects. They'll explain how they got more done, faster, and with higher reliability. Register today to secure your spot! https://hubs.ly/Q02rG-dK0 #PMO #PortfolioManagement #StrategyExecution #StrategicAlignment
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Holly Burkett, PhD, SPHR
❓How are you stepping up to your role as a strategic change agent? 👉 As digital disruption abounds, the pace of change accelerates, and organizations struggle to adapt to new ways of working with remote and on-site employees, the demand for effective #change leadership has never been stronger. The ability to #adapt to change, anticipate change impacts, & help teams navigate constant churn and change are top leadership competencies. 💡 To meet these challenges, #talentdevelopment #HR #CLO #CHRO #organizationdevelopment & #learninganddevelopment professionals must pick up the pace & get more intentional about building effective change journeys and experiences. 👉 Check out my recent blog for Association for Talent Development (ATD) to learn 5 essentials for better change management.
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Sukhendu Pal
The arguments for advancing #diversity, #equity and #inclusion (DEI) are now well-understood. The question is how companies can implement them so that they go beyond the superficial requirements to create value and achieve meaningful culture change. #Boards that wish to make and uphold a genuine commitment to #DEI must cultivate a shared purpose that considers how and why their intentions may not match their actions. Introspecting with humility and admitting shortcomings is not a sign of failure; doing so demonstrates a willingness to reflect and a commitment to move forward with a revised plan of action. Embracing vulnerability and transparency creates clarity for all stakeholders and enables board members to effectively enact meaningful and lasting change in their efforts to attract, retain and harness the known value of greater diversity on boards. A third of all board positions in the UK’s #FTSE100 companies are now held by #women. However, figures highlight a concerning lack of female representation in senior #leadership and key executive roles in FTSE companies – for example, just 15% of FTSE 100 Finance Directors are women. To get the most out of a diverse board, it’s vital not just to #recruit a few women or people of colour, but to take an intersectional approach to diversity, challenge assumptions around status and experience, and invest in building a #culture of true inclusion. #FTSEBoards
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Iryna Chernyshova
During consultations, I'm often asked how to assess if a company is experiencing change saturation. During the Global Connect event, June 11-13, 2024, at Association of Change Management Professionals (ACMP Global), I discovered what I believe to be the most comprehensive approach to this question. In the presentation "Data-Driven Resilience: Unlocking Change Capacity," two passionate and experienced American consultants, Maura Koehler-Hanlon, Managing Director, and Rosy Van Horn, Consulting Manager from Propeller, shared how to use existing data to measure and manage change fatigue and saturation, fostering resilience in your organization. Enjoy!
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Dr. Nika White, CDE®, IOM
Inclusive companies are stronger companies! By partnering with stakeholders to craft your DEI strategy, you ensure it reflects your vision and objectives. Collaboration empowers you to embrace diverse perspectives and create a workplace where everyone can thrive. Take advantage of the free resources below to strengthen your organization: Intentional Conversations: https://lnkd.in/gSgf-q8b Inclusion Uncomplicated: https://lnkd.in/gKcgupeY Thought Papers: https://lnkd.in/gD7D8ZyY #DEIStrategy #InclusionMatters #NikaWhiteConsulting ✨✨✨✨✨✨✨ Here’s how you can make sure we stay in touch! 🛎️ Valuable? Ring the bell icon on my profile to never miss my content & like, comment and share. 📚Order my latest book, Inclusion Uncomplicated: A Transformative Guide to Simplify DEI, published by Forbes Books. ↗️Follow my business page Nika White Consulting 📨 Past content? Click → #NikaWhiteSpeaks 🗞️Subscribe to my LinkedIn Newsletter, Inclusion Insider 📝 Take any of my 3 LinkedIn Learning courses 🎤 Hire me to be a keynote speaker at your next event or to facilitate an impactful learning experience at your organization.
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Heather Williams
In today's dynamic business environment, creating an inclusive workplace is more crucial than ever. Organizations often struggle with building a culture where everyone feels valued and heard. Is your organization facing challenges in creating an inclusive culture? Highlighted in the article, "Inclusion is not just a moral imperative; it's a strategic advantage. Inclusive workplaces are more innovative, productive, and resilient." Understanding each other's work styles, personality types, strengths, and challenges can significantly contribute to creating more inclusive and empowered workplaces. By embracing diversity and creating a culture of inclusion, organizations can achieve greater success in an ever-changing world of work. Discover key insights from industry leaders and learn actionable strategies to create a thriving and inclusive workplace. Read the full article for more details! 💡 Enjoyed this insight? Follow for more. 🤝 Let's connect ⭐ Found it valuable? Please share. #Inclusion #WorkplaceCulture #Leadership #Diversity #EmployeeEngagement #StrategicDynamics #TalentDevelopment
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Eitan Dehtiar, CPA, CMA, MBA, ICD.D
Today's #BoardQuestionOfTheDay is: "How are we ensuring that our talent management strategies effectively support our transformation goals and avoid common pitfalls?" This question invites the board to critically assess the organization's talent management approaches during transformation phases, ensuring they are structured to support change effectively and prevent typical mistakes such as misalignment of roles and lack of readiness for future demands. It emphasizes the need for strategic alignment of talent with the overall goals of the transformation, fostering a culture that adapts to evolving business needs. #TalentManagement #OrganizationalChange #StrategicAlignment #LeadershipDevelopment #BusinessTransformation
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John Morgan
It's easy to overlook organizational culture until it impacts an organization negatively. However, the consequences of ignoring a harmful workplace culture can be dire. LHH’s latest whitepaper, “Putting Culture First: Cultural Transformation as a Competitive Advantage,” explores the critcal role of organizational culture in driving business and delves into the impact organizational culture has on innovation, employee productivity, operational efficiency, financial performance. It’s no surprise that 81% of business leaders have invested in their organizational culture or plan to do so in the next 12 months. Key takeaways include: 1. Act Now: Address cultural issues before they escalate into crises. 2. People-First Approach: A positive culture attracts and nurtures talent, driving performance. 3. Seize the Moment: Use reorganizations, mergers, leadership changes, or crises as opportunities to transform your culture. 4. Foster Innovation: Prioritize people and cultivate a culture of innovation for unique solutions and positive results. 5. Embrace Diversity: With today’s diverse workforce, a DEI strategy is crucial to engage and motivate employees. 6. Four Pillars of Transformation: Cultural identity assessment, vision establishment, leader engagement, and culture embedding are key to successful cultural transformation. Download the whitepaper to learn how to start your cultural transformation journey. https://lnkd.in/edvhUh-G #WorkplaceTransformation #AssessingCulture #LHHLeadershipDevelopment
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Rana DeBoer
I love developing people and teams - here’s yet another best practice from CCL on how to create effective and meaningful development initiatives. And here’s a couple things I do that stretch people or require them to connect with others to “sync the think” on what they’re learning. ▪️Have partners match up with a learning partner, someone they can synthesize the learning with post-training. Assign the partners reflection-action questions to work through together. ▪️Give employees the option to write a social media post on what they learned, or create a visual diagram or picture board of the lesson. ▪️Ask participants to identify the simplest way that they can start applying what the learned, then ask them what is the hardest situation they have to put it into action…and challenge them to go do it! How do you apply the 70-20-10 rule to your development programming? Love to hear some tips. #talentdevelopment #leadershipdevelopment #humanpotential Thank you, Center for Creative Leadership!
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Dr. Danny Ha Chair CEO APC, President ICRM UK-Chap President ICRM Hong Kong, Professor AIMS CISSP
Again quality issue... lack of ERM? HR managment risks or the duty of BOD? EY’s new boss leaves strategic questions unresolved Based on the article, here are the key points by AI about EY's risks, scandals, and weaknesses: Project Everest collapse: EY's plan to split the firm into separate audit and consulting businesses failed last year, creating uncertainty about the firm's strategic direction. Lack of clear strategy: The new CEO Janet Truncale's "All in" strategy has been criticized for lacking detail and concrete plans, leaving partners and staff confused about the firm's future direction. Conflict of interest issues: EY's consulting arm is at a disadvantage compared to rivals because it cannot work with many large tech companies that EY audits, due to conflict of interest rules. Partner retention risk: There are concerns about high-performing partners wanting to leave the firm due to the lack of clear direction and the collapse of Project Everest, which had promised potential financial windfalls. Leadership transition challenges: The firm is undergoing leadership changes in key positions, including the US managing partner and UK leadership, which could impact decision-making and strategy implementation. Slow pace of strategy development: The process of developing detailed plans for individual countries and business lines is reportedly still at an early stage, frustrating some senior executives. Ambiguity around future restructuring: While the new CEO has ruled out immediately reviving Project Everest, she has not completely dismissed the possibility of future restructuring, creating uncertainty. Operational overhaul: EY is in the midst of aligning its structure around sectors, which could shift internal power dynamics and create additional challenges during the transition. These issues highlight EY's current weaknesses in strategic clarity, partner retention, and navigating the complex regulatory landscape that impacts its business model. So, do we need a ERM Director to fix it? #dannyharemark
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Emilio Planas
Michael Yaziji emphasizes the need for businesses to balance agility and core competencies amidst a volatile environment. Traditional long-term planning is often rendered obsolete by unpredictable events, prompting executives to incorporate agility into strategic processes. However, excessive flexibility can lead to chaos, undermining core strengths and competitive advantage. The chosen strategy should reflect an organization’s size, history, and inherent agility. Large organizations with established core competencies should acknowledge their limited agility and focus on stability, while smaller, more agile entities can afford rapid strategic pivots. Developing the ability to detect market changes, seize opportunities, and adapt internal capacities is crucial. Companies like Amazon exemplify this with their ability to pivot and innovate continuously. Creative approaches such as acquisitions, ring-fenced ventures, and varying clock speeds for different strategic decisions enhance agility. Rapid prototyping, cross-functional teams, and continuous learning further support this. The article effectively outlines the need for strategic dexterity, balancing agility with foundational strengths. Large organizations should avoid overestimating their agility and focus on gradual evolution, leveraging acquisitions and internal ventures to innovate. Smaller entities benefit from their inherent flexibility, allowing swift strategic shifts and real-time feedback integration. Yaziji’s insights into dynamic capabilities underscore the importance of continuous learning and organizational flexibility. Firms must cultivate a culture of adaptability, enabling them to anticipate and respond to market shifts preemptively. The integration of AI and generative models offers enhanced strategic planning capabilities, providing deeper market insights and scenario simulations. The future belongs to businesses that master strategic skills, merging core strengths with innovative approaches. By recognizing and responding to environmental changes, these organizations will lead the next wave of business evolution, setting industry benchmarks and achieving long-term success To integrate these strategies effectively, firms should consider establishing a cross-functional task force dedicated to monitoring market trends and driving innovation. This approach can ensure that the organization remains agile while preserving its core strengths. #strategicplanning #business #organizations #innovation #ai #markettrends #strategy #futureofbusiness IMD Michael Yaziji
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Jean Blackstock
Great leadership requires consciously aligning everyone with the organization's values, competencies, and vision. This approach has been instrumental in fostering robust, cohesive leadership and governance teams that drive business outcomes for our International Development clients. In this audiogram, I share insights into how we've leveraged organizational values and competencies to empower leaders and create a culture of excellence in their organizations.👇 #LeadershipEffectiveness #Behaviors #Values #Leadership #SuccessDriven
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Ben Wigert, Ph.D, MBA
Worldwide, the cost of poor management and lost #productivity from not engaged or actively disengaged employees is $8.8 trillion, or 9% of global #GDP. Changing how people are managed is perhaps the easiest way to boost productivity within organizations. Yet, the majority of #managers receive little #feedback on how effectively they manage their team. To help managers foster highly productive teams, we conducted a study comparing how managers think they are currently leading their team versus how employees say they are being managed. Check - out what we learned about managers' strengths, weaknesses, and blind spots: https://lnkd.in/gPYAkkAZ Gallup Jim Harter Jon Clifton #Leadershipdevelopment #Feedback #Coaching #ManagerExperience #EmployeeExperience
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Paulina Mbango
In an article titled "Charting the Course: Key Trends Shaping Organizational Strategies in 2024," my colleague Robert Smith presents an insightful exploration into the dynamic realm of change management within modern businesses. As we stand on the cusp of a new era, characterized by unprecedented global challenges and rapid digital advancements, Robert delves into the imperative for organizations to not only adapt but also anticipate emerging trends. With a keen focus on integrating advanced technologies and prioritizing employee well-being amidst organizational flux, Robert underscores the significance of agility, empathy, and innovation in sculpting the path toward organizational resilience and success.
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