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BlackRock: Focus on Society and Profits

BlackRock: Focus on Society and Profits | organisational development | Scoop.it
The letter that Laurence D. Fink, the chief executive of BlackRock, is sending to leaders of public companies urging them to focus as much on positive social contributions to society as they do on financial performance.
Katherine Prewitt's insight:
Those of us who have experienced private equity ventures have observed how the pursuit of 'shareholder value' can dismantle companies' long-term viability as they disinvest from innovation, their people and society. BlackRock's CEO states that long term, responsible growth is now a criteria to which BlackRock will hold its companies accountable. 
This position will stir up a lot of debate about the Agency Theory, Capitalism...  and may just have a real, positive impact on companies and people's lives. 
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PwC CEO Survey 2017: What's next?

PwC CEO Survey 2017: What's next? | organisational development | Scoop.it

PwC's CEO Survey for 2017 has just been released at the World Economic Forum's meeting in Davos.

 

The survey shares the view of nearly 1,400 CEOs on key events, trends and issues shaping business decision-making today.

 

 

Katherine Prewitt's insight:
Things are moving fast… Surveys like this one from PwC, that come back year-on-year with a consistent framework to sound CEO preoccupations, seem more valuable than ever. We see where ideas shift and evolve... 
After years of talk about opportunity, CEOs are feeling heat from interconnectivity.

PwC Chairman, Bob Moritz comments on the results:

 “In a time of heightened anxieties juxtaposed with the highest levels of transparency we have experienced, how leaders engage with employees and stakeholders (both public and private) has never been more important. Strategy can no longer be an approach of simply numbers and bottom lines; strategy must be built upon a long-term vision of growth, access, equality, innovation, and the human endeavour. The last of these is arguably the most important because linked to it is the critical concept of trust”
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Where to Find Value in the 21st Century

Andrew Shipilov, INSEAD Professor of Strategy, says cross-organisational alliances are now the primary source of competitive advantage.

Via Ana Cristina Pratas
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Chief Happiness Officer Is the Latest, Creepiest Job in Corporate America

Chief Happiness Officer Is the Latest, Creepiest Job in Corporate America | organisational development | Scoop.it
Happiness isn’t something you find, or work toward—it’s something you buy and have delivered. Or at least that’s the premise of one of the newest jobs over in the C-suite. Now, alongside the CEO, CFO, and their ilk, we have the CHO, or chief happiness officer. As the name clearly suggests, the CHO is responsible for the contentment of individual employees, sort of like an h.r. manager, but o
Katherine Prewitt's insight:
Always so interesting to come back to this stuff a few years later ;)
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Herding Cats

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Katherine Prewitt's insight:
I used to think of this when it came to rounding up senior sales and management for thought leadership pieces... Now, I think about all of us, about managing in large organisations!
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The Business Model Canvas Gets Even Better - Value Proposition Design

The Business Model Canvas Gets Even Better - Value Proposition Design | organisational development | Scoop.it
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Katherine Prewitt's insight:

I've come back to Steve Blank's article many times to use this tool properly!


The Canvas has helped me: 

1) FOCUS on the Customer 

2) UNDERSTAND what your organisation really has to offer 3) COMMUNICATE today's Value Proposition (How, to Whom, When...) 

4) UNDERSTAND where the Value Proposition needs to grow...



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“Smashing up” e-learning methods with Twitter and multi-device learning

“Smashing up” e-learning methods with Twitter and multi-device learning | organisational development | Scoop.it

Nigel Paine, a thought leader in the fields of leadership, learning and technology and former head of people development at the BBC, reflects on “smashing up” old e-learning models to pull together chat rooms, Twitter, and uniquely interactive desktops for learners.

Katherine Prewitt's insight:

The concept of organisational development is taking a back seat to words like 'customer sensitivity',' 'operational excellence'  ... to help leaders transform the organisation into something more agile and innovative... 

(the transcript is perhaps more interesting to read than the video to watch).

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How Google Proved Management Matters

David A. Garvin, professor at Harvard Business School, describes how Google used its own data to persuade skeptics. 
Katherine Prewitt's insight:

On how Google is employing engineer language and codes to move a highly skilled workforce, which doesn't value management, toward to a best practice managerial culture.  This with Project Oxygen a multiyear "research initiative". Fasincating.

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Embracing Digital Technology

Embracing Digital Technology | organisational development | Scoop.it

A new study by MIT Sloan Management Review and Capgemini Consulting finds that companies now face a digital imperative.


Via Kenneth Mikkelsen
Katherine Prewitt's insight:

A powerful study when it was first published in 2011, now churned out for a 3rd time - on the LEADERSHIP and CHANGE MANAGEMENT challenges so many traditional and multinational companies face integrating digital technology to create a powerful, positive impact on their business models, operating practices, and customer engagement. 

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Kenneth Mikkelsen's curator insight, October 8, 2013 1:34 PM

The key findings from the survey are:


  • According to 78% of respondents, achieving digital transformation will become critical to their organizations within the next two years.
  • However, 63% said the pace of technology change in their organization is too slow.
  • The most frequently cited obstacle to digital transformation was “lack of urgency.”
  • Only 38% of respondents said that digital transformation was a permanent fixture on their CEO’s agenda.
  • Where CEOs have shared their vision for digital transformation, 93% of employees feel that it is the right thing for the organization. But, a mere 36% of CEOs have shared such a vision.
Tony Brugman (Bright & Company)'s curator insight, November 21, 2013 4:54 AM

Interesting recent study report by MIT SMR and Capgemini on the adoption and usage of new technologies. The study suggests that there are four levels of Digital Maturity:

Digirati (15%), Fashionistas (6%), Conservatives (14%) and Beginners (65%)

 

The researchers found that "Digirati - the best companies at managing digital technology - get the best financial results", but that "most companies lack experience with emerging digital technologies."

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The World's Most Innovative Companies 2013

The World's Most Innovative Companies 2013 | organisational development | Scoop.it


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looking far into the future by looking very deeply into the present...

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How Drucker Thought About Complexity

How Drucker Thought About Complexity | organisational development | Scoop.it
In the forces driving our age of discontinuity, he saw the need for management to change.

Via Stephanie Parry
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Stephanie Parry's curator insight, June 27, 2013 2:59 AM

Drucker is as relevant as ever today , particularly given the intense complexity we all face. 4 key areas to focus on:

The importance of lifelong learning in a rapidly evolving information societyThe need to decentralize organizations around employees — viewing them as assets capable of expanding growth rather than as fixed costs to be eliminated — and to move away from standardized and tightly-specified process flowsThe need for institutions to focus on building capability around core strengths — one of the reasons he was an early proponent of outsourcing as a way to simplify operations and to focus management on what really mattersThe importance of focusing on the dynamics of evolving economic and social processes rather than on static equilibrium models.
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Building Real Collaboration into Your Organization

Building Real Collaboration into Your Organization | organisational development | Scoop.it


Across sectors and sub-sectors, collaboration is considered critical to organizational success—just ask. Has your organization identified collaboration as a fundamental leadership skill? Check. Listed it as an organizational value? Done. Do you deliberately and consistently shape your organization for impactful internal and external collaboration?


How focusing on the three organizational pillars of culture, people, and leadership can help fuel meaningful collaboration.

 

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The Error at the Heart of Corporate Leadership

The Error at the Heart of Corporate Leadership | organisational development | Scoop.it
HBR article challenging the Agency theory; how the Agency model is flawed, and negative consequences of stakeholder centricity for long-term growth. 
Katherine Prewitt's insight:
"As long as they face the prospect of a surprise attack by unaccountable “owners (shareholders), today’s business leaders have little choice but to focus on the here and now." 

This HBR article challenges the Agency theory; it argues how the Agency model’s assumptions, governance and management are flawed, and draws out negative consequences for companies' long-term growth (using BCG’s Growth Share Matrix) and societal role. 

Interesting that today's most innovative and successful companies are going in the other direction, holding the course even in market downturns: continually investing in innovation, developing and motivating managers, organisational renewal, cross-departmental collaboration, building relationships with external partners and constituencies…
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The DNA of innovative organisations

The DNA of innovative organisations | organisational development | Scoop.it
Future of Work Magazine
Katherine Prewitt's insight:
I love the notion of 'intentionality' of innovative organisations. It sounds so sophisticated. And it is just (!) clarity of innovation purpose and objectives, resolve and courage. A list not many mid and large size companies pull together :)

Innovative organisations:
- Have a clear vision and strategy for innovation: ‘Where do we want to go? What do we want to become?’ 
- Invest in people, keeping training and developing staff even when the market is in a downturn
- In times of crisis, they remain resilient: "They develop an attitude of ‘Let’s not panic. Let’s see how we can make this work again''


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Culture Can Make or Break Strategy

Organisations most successful in driving and implementing change share three underlying principles through which they embrace the culture, and use it as an enabler in the process.
Katherine Prewitt's insight:
From the inside out, embracing culture to innovate and communicate. 
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Korn Ferry Futurestep Makes 2017 Talent Trend Predictions 

Korn Ferry Futurestep Makes 2017 Talent Trend Predictions  | organisational development | Scoop.it
“The Futurestep/Korn Ferry 2017 predictions for talent acquisition. Based on insights from recruitment experts from around the world, the list reflects trends that have emerged during the past 12 months as well as those predicted to dominate during the coming year.


Via David Hain
Katherine Prewitt's insight:
The most interesting part for me: 

73 % of respondents said their No. 1 driver at work was doing a job that had meaning and purpose versus 3% who said pay was the top driver. 

"The pay check is no longer king when it comes to sourcing, retaining and motivating talent. Today’s employees – irrespective of their generation – want to work for companies they believe in, from both a vision and development perspective. Company culture, ability to grow and upskill and location of work are all key motivators above salary for candidates choosing their next employer."
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David Hain's curator insight, December 16, 2016 7:08 AM

This is what HR should be worrying about next year, according to Futurestep!

Ian Berry's curator insight, December 16, 2016 4:45 PM
Two things stand out for me "every company can now be classified as a technology company." and this from Korn Ferry
s statement about themselves "We help leaders, organizations, and societies succeed by releasing the full power and potential of people." Getting technology and people to operate in harmony with one another is the present and the future.
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The Lost Art of Thinking in Large Organizations

The Lost Art of Thinking in Large Organizations | organisational development | Scoop.it

Many executives in big companies attained their positions by excelling at getting things done. A bias for doing rather than thinking can leave these executives ill-equipped for their new roles.

 


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, August 26, 2016 7:26 AM

A company becomes big by finding a successful business model — and then scaling it massively. This necessitates building a finely tuned system with highly standardized processes. To get promoted in such an environment requires an almost singular focus on execution. In other words, it requires action more than thinking. However, once executives are promoted to a senior level, these new business leaders must be able to think strategically. Ironically, the very skills in execution that led to their promotions often make these executives ill-equipped for their new roles, since their strategy thinking muscles have withered from disuse.

 

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4 Ways Leaders Can Create a Candid Culture

4 Ways Leaders Can Create a Candid Culture | organisational development | Scoop.it

When leaders want to create an open culture where people are willing to speak up and challenge one another, they often start by listening. This is a good instinct. But listening with your ears will only take you so far. You also need to demonstrate with words that you truly want people to raise risky issues.



Via Kenneth Mikkelsen
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Ivon Prefontaine, PhD's curator insight, July 14, 2014 7:44 PM

Don's point is well-made: sacrifice ego. Too often, bosses want to talk and not listen. Sometimes stepping back and listening is important. It allows the other person to share their complete thought rather than only half which might not be enough.

Ian Berry's curator insight, July 15, 2014 8:09 PM

Please read co-creating cultures of candor too http://blog.ianberry.biz/2014/07/co-creating-culture-of-candor.html

Sharon Govender's curator insight, August 12, 2014 8:03 AM

Leaders are the architects of corporate culture. What leaders "say and do"....matters!

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Six Drucker Questions that Simplify a Complex Age

Six Drucker Questions that Simplify a Complex Age | organisational development | Scoop.it
They'll help you challenge assumptions and reframe problems.
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Chief Culture Officer Buys Success - Huffington Post

Chief Culture Officer Buys Success - Huffington Post | organisational development | Scoop.it
Chief Culture Officer Buys Success
Huffington Post
Today, the one constant you can anticipate in business is change. Need proof? Just look around. Companies can rise and fall in under twelve months.
Katherine Prewitt's insight:

Aptly pointing to the need for organisations to leverage all human resources to adapt/innovate. 

And for the executive suite to UNDERSTAND the culture within the company and PLAY an active role to get there.

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Unthinkable: Does innovation always mean improvement? - Irish Times (blog)

Unthinkable: Does innovation always mean improvement? - Irish Times (blog) | organisational development | Scoop.it

Irish Times (blog)
In the headlong rush to embrace the “knowledge economy”, there has been little reflection on the potential pitfalls of innovation.

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