I am often asked how to implement organization change. Effective implementation starts with the leadership team. The role of leadership in change management is to: Facilitate Change: Bringing the right people together, understanding the parts of the organization that will be affected, and knowing how to orchestrate the complexity of
In today’s highly competitive global market, companies rise and fall faster than ever before. Motorola, Eastman Kodak, and Blockbuster are examples of well-recognized brands that were once market leaders in their respective industries. These companies were known for being innovative and capitalizing on market opportunities. All of that changed when they
Having the right people on your strategic business planning team is essential for achieving desired results. Leaders should include people who are aligned with the organization’s goals. It is also advisable to have people on your strategic business planning team who understand and agree with the logic used in making
As we work with major organizations undergoing HR transformation (and many are still underway), we find variants of the three-pronged HR delivery model (business partners, HR operations and centers of expertise) popularized by David Ulrich over 20 years ago. One recurring challenge is freeing up Business Partners to fulfill the strategic relationship building and brokering role envisioned in many, if not most HR models.
Everyone has limited resources. Everyone must choose where value will and will not be offered. Understanding and appreciating this enables organizations to focus limited resources on the most strategic and differentiating activities. It enables leaders to be smart about where they prune costs. Believing that your organization can do everything—that it can be everything for everyone—prevents an organization from really differentiating itself in a sustainable way.
By Ken Brophy, AlignOrg Solutions, Asia Pacific and Reece Notton, Director, Grafton If you have experienced being coached and have felt ‘underwhelmed’ due to lack of objectives and outcomes, you are not alone. Coaching has multiple meanings and associations and is used by everyone, or so it seems, from the
The typical organizational design process is like drawing a blueprint, building a house, and moving in. This is the familiar strategy-structure-staffing sequence that has come to dominate the practice. Ongoing organization effectiveness work in emerging markets is revealing that this tried and true pattern for effective organization design still applies, but there are some unique considerations that need to be grappled during the push forward into a new frontier. We will highlight four key issues—speed, entry and evolution, leadership development, and unique design needs—that can change the rules when doing organization design in high-potential markets.
In the age of social networking, the question is being asked more and more by both ourselves in the consulting fraternity and within our clients – what tools should we use to ensure we have a productive social presence. Is being out there (a passive presence) sufficient or should organisations be more proactive and involved in social communities? As the online dialogue gains prominence, it poses some challenging questions for organisations such as, what if people start saying things about us that we don’t like? Should we respond or not and if so, how?
Published on Human Resource Executive Online in July 2009 this article explores who differentiating and strategically balancing the effectiveness and efficiency of work activities can be difficult for many organizations — often because leaders lack a framework with which to analyze the way various activities affect the value proposition to customers. Here are some best practices HR executives can use to help their organizations find efficiencies without jeopardizing strategic differentiation.
This article will compare two recent redesign efforts, within two different companies to paint a picture of how to drive successful organisational design and change. Both of these businesses had been the player in their respective industries, both had always achieved very nice profits for their owners and traditionally both had always been able to exert their size and dominance in the market to such an extent that competitors were few and far between.