Zakhar Protsiuk’s Post

I am pleased to share that Kate Duchene, CEO of RGP (Veracity Consulting Group, LLC's parent co.) and Antonio Nieto-Rodriguez, globally-recognized business strategy consultant, have co-authored a new article that was recently accepted and published in Harvard Business Review. A key takeaway for me, is that the “dynamic workforce model,” which has been a staple approach for many years in the entertainment industry, has become a reality across the corporate world - At a time when companies must move faster to stay competitive, bringing in outsiders for key roles in transformation initiatives, is a critical piece on the road to success.   Titled “Creating a Cohesive Team for Corporate Transformation Projects,” the article cites new RGP research that confirmed leading companies will increasingly lean on a combination of about 50% inside talent and 50% outside talent to power their transformation initiatives. Full findings from the survey of more than 1,000 global companies will be released later this year.

Our CEO Kate Duchene and business strategy consultant Antonio Nieto-Rodriguez have co-authored a new article that was recently published in Harvard Business Review. Creating a Cohesive Team for Corporate Transformation Projects (hbr.org) The article cites new RGP research that confirmed leading companies will increasingly lean on a combination of about 50% inside talent and 50% outside talent to power their transformation initiatives. #RGP #BusinessTransformation

Why do bad things happen to good teams? Fierce innovation-driven competition has forced dramatic changes in organisational life. As competitive wars rage, battles are being won with weapons of creativity, agility, and organisation linkages, creating synergies that efficiently satisfy customers needs. Organisational teams are increasingly called on to lead these battles. In this new world, leadership can no longer exist only at the top of the organization, it must be also be distributed throughout the organization and shared with teams. When innovation is king and keeping your finger on the pulse of technology and changing markets is critical, it is no longer the case that someone at the top will figure it all out and everyone else will execute the plan. Leadership needs to be spread across many players, both within and across organisations, up and down the hierarchy- wherever information, expertise, vision, commitment and new ways of working together reside. The old way of carrying out teamwork, with its focus on the team’s internal dynamics, is only half of the story. The other half - managing externally, across team boundaries - gets ignored. The ideal is to have an internal focus combined with an external approach. Team’s success at leading, innovating and getting things done requires managing both inside and outside the group. That’s where x-teams come in.

When teams lack accountability, it shows up as: -Missed deadlines -Passing the buck -Breakdowns and defects -Avoiding difficult conversations -Lack of initiative The cost runs deep, leading to: -Decreased productivity -Financial costs -Erosion of trust -Low morale -Increased turnover -Reputation damage -Stifled innovation -Toxic work environment -Lack of leadership credibility One reason accountability for teams is elusive is that they have not developed clear commitments. If no one is clear on what they are committing to… how can they hold each other accountable? We must be willing to say, “I want to achieve x” and be vulnerable enough to share it with others. That is the first step to creating accountability. With our Big Impact Teams Solution, we help clients understand the fundamentals of relationships and effective behaviors (leadership development) so they understand what they want to improve, commit to change, and hold themselves and each other accountable. One of the concepts we teach is Peter Block’s Six Conversations for Commitment and Accountability. It entails asking well-designed, purposefully ambiguous questions for reflection and small group conversation, giving people the opportunity to share their responses with team members and move through these conversations through: 1. Invitation 2. Possibility 3. Ownership 4. Dissent 5. Commitment 6. Gifts and Gratitude As a result, participants move from the posture of “observer” to “participant” for the work at hand. It creates shared ownership and distributed accountability. Team members build more meaningful connections as a step toward high-performing teams and individuals often have insights and paradigm shifts that are otherwise unavailable in everyday operations and a hectic work pace. This is just one of the ways we support clients to prepare for the future of work and build organizations that thrive with our Big Impact Team Solution. Ready to develop your Big Impact Team capable of confidently handling any future challenge? Book a call below to learn how we can partner.

A dynamic workforce model for internal transformations can be a game-changer for organizations. It combines internal and external resources to create a cohesive team. However, this model is not without its challenges. In a recent article published in Harvard Business Review, RGP's CEO Kate Duchene and business strategy consultant Antonio Nieto-Rodriguez share their insights on how to overcome these challenges and ensure success. Have you employed this model in your organization? Share your experiences in the comments below. Do you need assistance with a current or upcoming critical initiative or transformation project? If so, please reach out to me at ashley.theriotsales@rgp.com #NowOfWork #teamcohesion #DareToWorkDifferently

Organizational Awareness: Are You Able to Read the Signs? Organizational awareness is the capacity to comprehend and navigate the dynamics, culture, structures, and goals within an organization. It involves understanding the formal and informal networks, power relationships, and how decisions are made to effectively collaborate and achieve objectives. https://lnkd.in/dMXNEJJR

Integration in business isn’t about compromise; it’s about synergy. It’s recognizing that the full spectrum of experiences—triumphs and trials alike—fuels innovation, resilience, and strategic foresight. 🔗 Embrace the balance: A team that integrates the good with the bad cultivates resilience. They don't shatter under pressure; instead, they adapt, innovate, and overcome. 🌱 Leveraging Contrast: Savvy leaders who practice integration recognize the spectrum of business life. They harness the energy from successes and channel the insights from challenges, forging a culture rich with learning and growth. 💡 Opportunity in Nuance: In a world that often dwells on extremes, businesses that integrate the full range of experiences are poised to capture opportunities that others may never see. They operate with a vision that opens itself to opportunities that rigid outlooks might overlook. Integration isn’t just a concept; it's a practice that transforms the way we navigate challenges and successes. It’s about creating a robust, adaptable, and insightful culture where every facet of experience is a stepping stone to greater heights.

A dynamic workforce model for internal transformations can be a game-changer for organizations. It combines internal and external resources to create a cohesive team for transformations. However, this model is not without its challenges. In a recent article published in Harvard Business Review, RGP's CEO Kate Duchene and business strategy consultant Antonio Nieto-Rodriguez share their insights on how to overcome these challenges and ensure success. Have you employed this model in your organization? Share your experiences in the comments below. #NowOfWork #teamcohesion #DareToWorkDifferently

As leaders, one of our responsibilities is to nurture and retain talented team members with deep expertise. One thing I find challenging is achieving the balance between retaining that deep expertise and fostering a culture of collaboration. As this article discusses, it's surprising that those don't always work well together. How do you foster collaboration on your teams?