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How to Lead in the New Normal

The business environment will never be the same again. As the new decade unfolds, more and more business leaders and managers who have survived the recession and are rebuilding their organisations are coming to realise that their business models must be overhauled and that the old ways of improving performance and managing change will no longer work. Enter: leading in the new normal.

Leading in the New Normal Key points:

  • We need to steer away from the practice of employing people from the ‘shoulders down’. Today’s knowledge economy demands that we capitalise on individual’s from the neck up, releasing them from command and control management and liberating them to contribute more meaningfully.
  • Leaders must ‘future proof’ their organisations by building the strategic and cultural capabilities which enable them to win in their market place, adapt to change and produce the conditions where people can thrive.
  • Only by looking strategically at the people side of the business can organisations have any chance of delivering sustainable performance.
  • The importance of strategic clarity and having a compelling purpose that goes beyond making money to also making a difference.
  • The power of using pictures and creating the space for conversation in helping make change happen.

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Value of Organisation Development from the CEO’s Perspective

Organisation Development (OD) has had a bad wrap, often accused of being a ‘fluffy’ discipline with some practitioners demonstrating an unhealthy bias towards a people agenda disconnected from business goals.

However given the scale and complexity of the challenges facing today’s organisations, the contribution that organisation development can make to the success of organisations is vital. There is a need to design and develop organisations that are more adaptable, innovative, collaborative, inspiring and ultimately accountable. As such the natural place for the leadership of system-wide organisational change is the CEO.

CEOs need high quality Organisation Development support to help them lead essential business transformation. 
Key points in this article include:

  • The four most significant changes to the CEO role in the last five years.
  • The Leadership challenges that must be addressed are not new. We have been wrestling with them for a while. Today’s ‘stretch’ comes from the amplification of these existing challenges.
  • The one factor that differentiates the most successful CEOs.
  • Organisations that strike a balance between shorter term performance goals and longer term organisational resilience perform two and three times as well as those which only focus on health or performance respectively.
  • Creating and leading organisations that are adaptable, innovative, collaborative, inspiring and accountable used to be the concern of the few. It is now the concern of the many.

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