organizational agility

Results 1 - 10 of 23
Post date: February 16, 2016
Most business leaders are fairly competent and enjoy developing strategy. It is fun to discuss external trends, environmental factors, competitive movements, new market or product opportunities, and identify initiatives to grab your unfair share of the customer's wallet. I have been on leadership...
Post date: April 26, 2016
More than 75 percent of human resource departments are currently undergoing significant change because HR is out of sync with the needs of the business. Businesses now face a speed of change that is blinding and unparalleled; blink and entire industries can be disrupted or even disappear. Internal...
Post date: February 25, 2016
The Winter 2016 issue of People + Strategy is a call to action. Unexpected outside-in events are now everyday organizational realities. Violent swings in the market, sea changes in technology, ever-present political turmoil, disasters whose source may be natural or human—whatever it may be, HR is...
Post date: May 9, 2019
As senior leaders in HR, you know how corporate-level strategy drives alignment and focus on the set of choices to be made to compete and win. You also know how crucial it is to have leaders who have the abilities and resolve to make the right strategic plays. A crucial accountability you have as...
Post date: March 17, 2016
The critical role that direct managers play during change—both upstream and downstream—cannot be overemphasized. They represent the real keystone of organizational change. However, managers have no time, nor need, for the kind of tools favored by internal change consultants and project teams. What...
Post date: September 12, 2017
As agile methods spread from IT departments throughout mainstream companies, HR departments will need to reinvent themselves. Agile companies favor the soft skills of collaboration, curiosity, and humility over hard skill sets, so HR will have to change the way it hires, trains, assesses, and...
Post date: January 21, 2016
No one would expect sluggish companies to thrive. It’s equally reasonable to assume that success achieved through breakneck speed, without stabilizing processes and structures underfoot, will be hard to sustain over the long term. Yet some executives might not only reasonably maintain that speed...
Post date: June 21, 2016
To have the greatest impact, your competency modeling efforts must be aligned with relevant business outcomes. Here are the steps you can take to make the competency modeling process business-focused from start to finish: Collect data from multiple perspectives. Too often HR leaders and consultants...
Post date: May 2, 2017
A century ago, the nature of industrial work necessitated a top-down structure that persisted for generations, but the days of corporate hierarchy are numbered. It used to be that jobs were mechanical. People took whatever job was available, often without any previous training let alone specialized...
Post date: September 7, 2016
Analytics should be used in organizations to uncover the key people drivers of actual business outcomes (e.g. sales, profits, turnover). Instead, most organizations are using analysis to just create more reports and more metrics.  Misguided metrics typically focus on HR efficiencies, such as time-...