Is it time to reset strategy, re-galvanise leadership, re-motivate employees and redefine how operating processes need to adjust?
Changing the what and the how - Transformation is more than just ‘big change’. The need to transform comes about when there is a fundamental need for an organisation to transform what it does in order to remain competitive, or even to survive. In this document, we discuss the levers that we believe drive transformation and the journey an organisation must go through to achieve successful transformation.
How do you increase the chances of change programme success? Despite the reams of business and academic literature published about managing change, and the plethora of change frameworks which have been developed; the majority of change initiatives still fail. In this document, we reveal and explore some of the pointers which we have found to have a bearing on success.
The healthcare industry is changing; decision-making power is moving away from clinicians towards Governments, healthcare is becoming an increasingly politicised issue and the scarcity of public money means that healthcare departments are looking to cut costs. The Public Affairs function is at the forefront of this changing landscape. Here we discuss how we believe the Public Affairs function can evolve and help shape the healthcare policy environment.
The complexities of today’s business environment have led many organisations to realise that traditional, analytical approaches to strategy development are no longer able to yield the results needed. In this document, we look at why this might be, the ways in which the cycle of formulaic strategy development can be broken and what this in turn can deliver.
Unlocking the potential of the corporate IT function - An effective IT capability is becoming increasingly important in modern business, but it is often a cause of frustration. Here we consider 12 key “do’s and don’ts” for a CIO that we believe can lead to the IT function forming strong relationships within the business and really leveraging its strategic value.
Fulfilling the strategic role of HR - An organisation’s growth ambitions are fuelled by ensuring a continuous flow of talented people. In this document we consider the importance of implementing People Strategies to achieving this flow, the critical components that make up a successful people strategy and the ways in which HR leadership can effectively leverage an organisation’s people assets.
Moving internal communications beyond messaging - In today’s environment of budget cuts, headcount reductions and salary freezes, organisations are asking more of their employees then ever before. At times like this, it is crucial that employees believe in their company and where it is going. Here we share our insights into how internal communications can be moved beyond messaging to drive genuine engagement and enhanced performance.
Building a vibrant culture is the difference that makes the difference for successful organisations. But businesses get the culture they deserve! As we all know leaders shape culture and shaping that culture starts at the top. In our view how a top team pays attention to shifting culture needs to be a primary business objective, it should not be left to chance.
Mergers and acquisitions, and the resulting integration, are an integral part of the business landscape - whether in private, non-profit or public sector organisations. However, studies have consistently shown that only 10 – 30% of M&As are truly successful in delivering the expected business benefits. The reasons for the failures are more often than not associated with the intangibles - leadership, culture and engagement.
Leaders today have to navigate their way through an ever faster moving, dynamic, uncertain and volatile world, the challenges of Brexit being just one example.