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Workplace Survey, Findings 1.Workers are struggling to work effectively. When focus is compromised in pursuit of Collaboration, neither works well. 2. Effective workplaces balance focus and collaboration. Workplaces designed to enable collaboration without sacrificing employees’ ability to focus are more successful. 3. Choice drives performance and innovation. Employers who provide a spectrum of choices for when and where to work are seen as more innovative and have higher-performing employees.
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HOW TO UNLOCK YOUR EMPLOYEES' PERFORMANCE POTENTIAL
- Created on Monday, 07 January 2019 01:40
- Last Updated on Monday, 07 January 2019 01:54
- Written by Roberto Alvarez
- Hits: 417
Traditionally, management worked as a hierarchy, with information distributed from the top down. In this model, employees looked upwards, deferred to authority and aspired towards promotion; they also had fixed job descriptions to which they conformed. In today’s organization, the nature of people’s roles and responsibilities has dramatically changed, and workers need to be more adaptive to a fluid economy and constantly changing environment.
The new world is a networked world where the linear career path is long gone; instead we are faced with a career helter-skelter. It is highly likely that most roles that are in any way repetitive will be replaced by machines or robots in the near future. Our most important assets are therefore our minds and our human potential.
Read more...WHY ORGANIZATIONS NEED ADAPTIVE STRATEGIES RATHER THAN STRATEGIC PLANS
- Created on Tuesday, 19 June 2018 23:10
- Last Updated on Tuesday, 19 June 2018 23:28
- Written by Roberto Alvarez
- Hits: 993
Strategy concept has military roots. Military strategy focuses on setting objectives, collecting intelligence, and then using that intelligence to make informed decisions about how to achieve your objectives.
Historically, the battlefield was a place where you could count on a few constants: The past was a good predictor of the future; good data was scarce and hard to come by; and lines of communication were unreliable at best, so small numbers of clear directives were a tactical imperative.
Read more...THE VALUE OF THINKING OPPOSITE
- Created on Thursday, 17 May 2018 01:43
- Last Updated on Thursday, 17 May 2018 01:43
- Written by Roberto Alvarez
- Hits: 694
According to the Newton's third law of physic, for every action, there is an equal and opposite reaction. Can the same be said of thought patterns? Could thinking opposite solve some of the planet’s greatest challenges?
An opposite mindset is at the heart of Muhammad Yunus’ business, the Grameen Bank (GB), and his pioneering work in the field of microcredit. The economist won the Nobel Peace Prize in 2006 for proving that lending money to the poor to run their own micro-businesses can transform lives. Yunus proposes a worldwide shakeup: solve problems by creating self-sustaining social responsible businesses.
SIX PRINCIPLES TO BUILD INNOVATION CAPACITY
- Created on Tuesday, 29 May 2018 22:50
- Last Updated on Tuesday, 29 May 2018 22:53
- Written by Roberto Alvarez
- Hits: 713
Innovation is no longer optional for organizations. In the face of constant pressures, growing demand, and a quickening pace of change, all organizations need to build innovation-ready cultures. However, what does it take to build innovation capacity, and how leaders set the right conditions for innovation to flourish? Polina Makievsky, an expert in change management and leadership, describes six ways to tackle old challenges in new ways and moving to action on innovation:
WHAT MAKES A GREAT LEADER IN THE 21ST CENTURY?
- Created on Tuesday, 06 March 2018 01:14
- Last Updated on Tuesday, 06 March 2018 01:36
- Written by Roberto Alvarez
- Hits: 1273
According to a study of 4,000 companies, developed by The Boston Consulting Group, fifty-eight percent of the companies cited significant talent gaps for critical leadership roles. That means that despite corporate training programs, off-sites, assessments, coaching, these things, more than half the companies had failed to grow enough great leaders.
In a 21st-century world, which is more global, digitally enabled and transparent, with faster speeds of information flow and innovation, and where nothing big gets done without some kind of a complex matrix, relying on traditional development practices will stunt your growth as a leader. In fact, traditional assessments like narrow 360 degree surveys or outdated performance criteria will give you false positives, lulling you into thinking that you are more prepared than you really are.
Roselinde Torres, a senior consultant at The Boston Consulting Group, suggests that leadership in the 21st century is defined and evidenced by three fundamental questions:
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