>Strategy Execution in times of Uncertainty

>

	In this unpredictable economic climate, leaders must be capable to lead their companies to quickly adapt to new market forces. Business models are changing to catch up with the emerging drivers of competition. Success hinges first and foremost on “Thinking-Ahead” strategy  and robust execution. Because execution plays such a critical role in success or failure, especially during a crisis, many companies are turning to new technology solutions to ensure they can deliver on strategies and emerge even stronger. Any company that fails to adapt quickly and efficiently to market changes can miss important opportunities ir risk their very survival. Here are some key points to consider: A new strategy is not enough – executing under these extreme market conditions is not enough, meaning you need to make sure you touch every point of the strategy timeline and product offering. Align your workforce with what you want to accomplish – workforce alignment and performance is critical. Be prepared to change course or rethink your strategy monthly – it is difficult to get your strategy right the first time so review religiously.  Leverage performance and talent management solutions for business execution – this will help you attain the top and bottom line results.    Key points from Workforce Magazine (June 2010)
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>Strategy Execution in times of Uncertainty

>

	In this unpredictable economic climate, leaders must be capable to lead their companies to quickly adapt to new market forces. Business models are changing to catch up with the emerging drivers of competition. Success hinges first and foremost on “Thinking-Ahead” strategy  and robust execution. Because execution plays such a critical role in success or failure, especially during a crisis, many companies are turning to new technology solutions to ensure they can deliver on strategies and emerge even stronger. Any company that fails to adapt quickly and efficiently to market changes can miss important opportunities ir risk their very survival. Here are some key points to consider: A new strategy is not enough – executing under these extreme market conditions is not enough, meaning you need to make sure you touch every point of the strategy timeline and product offering. Align your workforce with what you want to accomplish – workforce alignment and performance is critical. Be prepared to change course or rethink your strategy monthly – it is difficult to get your strategy right the first time so review religiously.  Leverage performance and talent management solutions for business execution – this will help you attain the top and bottom line results.    Key points from Workforce Magazine (June 2010)
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ACTIONABLE INSIGHTS >>> KNOWLEDGE YOU CAN TRUST >>> ENJOY IT!

>Strategy Execution in times of Uncertainty

>

In this unpredictable economic climate, leaders must be capable to lead their companies to quickly adapt to new market forces. Business models are changing to catch up with the emerging drivers of competition.
Success hinges first and foremost on “Thinking-Ahead” strategy  and robust execution.
Because execution plays such a critical role in success or failure, especially during a crisis, many companies are turning to new technology solutions to ensure they can deliver on strategies and emerge even stronger. Any company that fails to adapt quickly and efficiently to market changes can miss important opportunities or risk their very survival.

 Here are some key points to consider:

• A new strategy is not enough – executing under these extreme market conditions is not enough, meaning you need to make sure you touch every point of the strategy timeline and product offering.
• Align your workforce with what you want to accomplish – workforce alignment and performance is critical.
• Be prepared to change course or rethink your strategy monthly – it is difficult to get your strategy right the first time so review religiously. 
• Leverage performance and talent management solutions for business execution – this will help you attain the top and bottom line results.  
  

  * Key points from Workforce Magazine

ACTIONABLE INSIGHTS >>> KNOWLEDGE YOU CAN TRUST >>> ENJOY IT!

>Strategy Execution in times of Uncertainty

>

	In this unpredictable economic climate, leaders must be capable to lead their companies to quickly adapt to new market forces. Business models are changing to catch up with the emerging drivers of competition. Success hinges first and foremost on “Thinking-Ahead” strategy  and robust execution. Because execution plays such a critical role in success or failure, especially during a crisis, many companies are turning to new technology solutions to ensure they can deliver on strategies and emerge even stronger. Any company that fails to adapt quickly and efficiently to market changes can miss important opportunities ir risk their very survival. Here are some key points to consider: A new strategy is not enough – executing under these extreme market conditions is not enough, meaning you need to make sure you touch every point of the strategy timeline and product offering. Align your workforce with what you want to accomplish – workforce alignment and performance is critical. Be prepared to change course or rethink your strategy monthly – it is difficult to get your strategy right the first time so review religiously.  Leverage performance and talent management solutions for business execution – this will help you attain the top and bottom line results.    Key points from Workforce Magazine (June 2010)
O2ibm Visit this group

HEALTHY BUSINESS STRATEGY
DRIVING REVENUE STREAMS

ACTIONABLE INSIGHTS
KNOWLEDGE YOU CAN TRUST

>Tuning into their Brain – Employee behaviour for enhanced performance

>

Organizations have some form of program designed to nurture high-potential employees. However a recent study by the Corporate Executive Board revealed that 40% of “high-potential” job moves  produce disappointing results. Disengagement of employees also is remarkable: One in three emerging stars reported feeling disengaged from his or her company.  Even more striking, 12% of all the high potentials in the study said they were actively searching for a new job.  Why do companies have so much difficulty in their succession planning? The Corporate Executive Board’s research revealed that senior managers make misguided assumptions about these employees and take actions on their behalf that actually hinder their development. When dealing with high-potential employees, firms tend to make six common errors: assuming that all of them are highly engaged, equating current performance with future potential, delegating the management of high potentials down in the organization, shielding promising employees from early derailment, expecting stars to share the pain of organization-wide cutbacks, and failing to link high potentials and their careers to corporate strategy. In other words “tune into their brains”. Having knowledge of how our brain functions facilitates enhanced performance. Key points to take into account are: Learning should be broken down into “bite-size” to increase itsne absorbency and effectiveness. Allow time for your people to integrate learning into long-term memory.  Fairness and respect gives brain a chemical boost. Stress inhibits clear thinking. Uncertainty arouses fear that decreases the ability to make decisions. Employees need some ownership over situations to better accept change. Engaging people in more active learning techniques improves retention. And here are some things you should do to keep your top talent on track: don’t just assume they are engaged – give them stimulating work, a chance to prosper, and recognition or they will walk don’t mistake current high performance for future potential – test candidates for ability, engagement, and aspiration don’t delegate talent development to line managers – this will limit the talents access to senior members don’t shield talent – place talent in live fire roles don’t assume top talent will take one for the team – compensate top talent differently and creatively don’t keep young leaders in the dark – share strategy with them
O2ibm >>> Visit this group

Boost your Business Oxygen by visiting our Related Knowledge Centers

>Tuning into their Brain – Employee behaviour for enhanced performance

>

Organizations have some form of program designed to nurture high-potential employees. However a recent study by the Corporate Executive Board revealed that 40% of “high-potential” job moves  produce disappointing results. Disengagement of employees also is remarkable: One in three emerging stars reported feeling disengaged from his or her company.  Even more striking, 12% of all the high potentials in the study said they were actively searching for a new job.  Why do companies have so much difficulty in their succession planning? The Corporate Executive Board’s research revealed that senior managers make misguided assumptions about these employees and take actions on their behalf that actually hinder their development. When dealing with high-potential employees, firms tend to make six common errors: assuming that all of them are highly engaged, equating current performance with future potential, delegating the management of high potentials down in the organization, shielding promising employees from early derailment, expecting stars to share the pain of organization-wide cutbacks, and failing to link high potentials and their careers to corporate strategy. In other words “tune into their brains”. Having knowledge of how our brain functions facilitates enhanced performance. Key points to take into account are: Learning should be broken down into “bite-size” to increase itsne absorbency and effectiveness. Allow time for your people to integrate learning into long-term memory.  Fairness and respect gives brain a chemical boost. Stress inhibits clear thinking. Uncertainty arouses fear that decreases the ability to make decisions. Employees need some ownership over situations to better accept change. Engaging people in more active learning techniques improves retention. And here are some things you should do to keep your top talent on track: don’t just assume they are engaged – give them stimulating work, a chance to prosper, and recognition or they will walk don’t mistake current high performance for future potential – test candidates for ability, engagement, and aspiration don’t delegate talent development to line managers – this will limit the talents access to senior members don’t shield talent – place talent in live fire roles don’t assume top talent will take one for the team – compensate top talent differently and creatively don’t keep young leaders in the dark – share strategy with them
O2ibm >>> Visit this group

ACTIONABLE INSIGHTS >>> KNOWLEDGE YOU CAN TRUST >>> ENJOY IT!

>Tuning into their Brain – Employee behaviour for enhanced performance

>

Organizations have some form of program designed to nurture high-potential employees. However a recent study by the Corporate Executive Board revealed that 40% of “high-potential” job moves  produce disappointing results. Disengagement of employees also is remarkable: One in three emerging stars reported feeling disengaged from his or her company.  Even more striking, 12% of all the high potentials in the study said they were actively searching for a new job.  Why do companies have so much difficulty in their succession planning? The Corporate Executive Board’s research revealed that senior managers make misguided assumptions about these employees and take actions on their behalf that actually hinder their development. When dealing with high-potential employees, firms tend to make six common errors: assuming that all of them are highly engaged, equating current performance with future potential, delegating the management of high potentials down in the organization, shielding promising employees from early derailment, expecting stars to share the pain of organization-wide cutbacks, and failing to link high potentials and their careers to corporate strategy. In other words “tune into their brains”. Having knowledge of how our brain functions facilitates enhanced performance. Key points to take into account are: Learning should be broken down into “bite-size” to increase itsne absorbency and effectiveness. Allow time for your people to integrate learning into long-term memory.  Fairness and respect gives brain a chemical boost. Stress inhibits clear thinking. Uncertainty arouses fear that decreases the ability to make decisions. Employees need some ownership over situations to better accept change. Engaging people in more active learning techniques improves retention. And here are some things you should do to keep your top talent on track: don’t just assume they are engaged – give them stimulating work, a chance to prosper, and recognition or they will walk don’t mistake current high performance for future potential – test candidates for ability, engagement, and aspiration don’t delegate talent development to line managers – this will limit the talents access to senior members don’t shield talent – place talent in live fire roles don’t assume top talent will take one for the team – compensate top talent differently and creatively don’t keep young leaders in the dark – share strategy with them
O2ibm >>> Visit this group

ACTIONABLE INSIGHTS >>> KNOWLEDGE YOU CAN TRUST >>> ENJOY IT!

>Tuning into their Brain – Employee behaviour for enhanced performance

>

Organizations have some form of program designed to nurture high-potential employees. However a recent study by the Corporate Executive Board revealed that 40% of “high-potential” job moves  produce disappointing results. Disengagement of employees also is remarkable: One in three emerging stars reported feeling disengaged from his or her company.  Even more striking, 12% of all the high potentials in the study said they were actively searching for a new job.  Why do companies have so much difficulty in their succession planning? The Corporate Executive Board’s research revealed that senior managers make misguided assumptions about these employees and take actions on their behalf that actually hinder their development. When dealing with high-potential employees, firms tend to make six common errors: assuming that all of them are highly engaged, equating current performance with future potential, delegating the management of high potentials down in the organization, shielding promising employees from early derailment, expecting stars to share the pain of organization-wide cutbacks, and failing to link high potentials and their careers to corporate strategy. In other words “tune into their brains”. Having knowledge of how our brain functions facilitates enhanced performance. Key points to take into account are: Learning should be broken down into “bite-size” to increase itsne absorbency and effectiveness. Allow time for your people to integrate learning into long-term memory.  Fairness and respect gives brain a chemical boost. Stress inhibits clear thinking. Uncertainty arouses fear that decreases the ability to make decisions. Employees need some ownership over situations to better accept change. Engaging people in more active learning techniques improves retention. And here are some things you should do to keep your top talent on track: don’t just assume they are engaged – give them stimulating work, a chance to prosper, and recognition or they will walk don’t mistake current high performance for future potential – test candidates for ability, engagement, and aspiration don’t delegate talent development to line managers – this will limit the talents access to senior members don’t shield talent – place talent in live fire roles don’t assume top talent will take one for the team – compensate top talent differently and creatively don’t keep young leaders in the dark – share strategy with them
O2ibm >>> Visit this group

HEALTHY BUSINESS STRATEGY
DRIVING REVENUE STREAMS

ACTIONABLE INSIGHTS
KNOWLEDGE YOU CAN TRUST

>Thinking Ahead as a True Leader

>

The ability to ‘think ahead’ and plan a strategy, implies keeping in touch with employee opinions, technological advances and market trends that will help shape your vision – to be shared.  Leaders, by definition, must have followers that aspire to the leader’s vision. Once you’ve  ‘thought ahead’ into the future, you need to communicate your vision with conviction and confidence, as to inspire, energize and unite your team. A leader must be capable of shaping internal politics that will support performance improvement initiatives.   During times of change, uncertainty and fear reign supreme. As a result, leaders confronting strategic and organizational change, have to manage communication effectively. As a leader, you have to portray a compelling vision for the future, while implementing change.  Processes that build a shared vision of the future, create positive coalitions, and allow open expression of competing views will prepare people for the change.   Motivating people to peak performance is a must of  leadership. But how can you unleash the full individual emotional commitment and collective potential of your people so that they achieve higher levels of performance? Generating emotional energy and commitment takes time and effort, as to ensure that the right balance between achieving the task, building the team and  sustaining morale.

O2ibm

Visit this group

Boost your Business Oxygen by visiting our Related Knowledge Centers

>Thinking Ahead as a True Leader

>

The ability to ‘think ahead’ and plan a strategy, implies keeping in touch with employee opinions, technological advances and market trends that will help shape your vision – to be shared.  Leaders, by definition, must have followers that aspire to the leader’s vision. Once you’ve  ‘thought ahead’ into the future, you need to communicate your vision with conviction and confidence, as to inspire, energize and unite your team. A leader must be capable of shaping internal politics that will support performance improvement initiatives.   During times of change, uncertainty and fear reign supreme. As a result, leaders confronting strategic and organizational change, have to manage communication effectively. As a leader, you have to portray a compelling vision for the future, while implementing change.  Processes that build a shared vision of the future, create positive coalitions, and allow open expression of competing views will prepare people for the change.   Motivating people to peak performance is a must of  leadership. But how can you unleash the full individual emotional commitment and collective potential of your people so that they achieve higher levels of performance? Generating emotional energy and commitment takes time and effort, as to ensure that the right balance between achieving the task, building the team and  sustaining morale.

O2ibm

Visit this group

ACTIONABLE INSIGHTS >>> KNOWLEDGE YOU CAN TRUST >>> ENJOY IT!