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Advisory Channels Canada
Oct 31, 2022
In Business Forum
Leadership Contradictions content media
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Advisory Channels Canada
Oct 31, 2022
Disruptive Dilemma - The Ethical Question content media
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Advisory Channels Canada
Oct 31, 2022
Disrupted People Organization content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
Eco System Challenged content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
HR Disruptors content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
Transformational HR Agenda content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
Disruption in Values Disruption in Values Watch the rise & fall of a leader. And there is always a pattern. Just one reason. "Arrogance". Oblivious to self. Was so evident to others. So blind to self. Delusion of invincibility. Thinking about others getting ahead". You can build a culture of trust only if its top down. Don't expect your people to trust you if you don't trust them. A corporate culture with the propensity to listen to gossip is more prone to poor quality decision making given its inability to sift through fact & fiction. Every time I hear horror stories of decisions made on the impulse and to have leaders call it intuition concerns me to no end. Organizational energy falls when unprovoked hostility is evident in cultures owing to inability to manage difficult business performance. Would you rather re-energize than retire? Is Retiring from corporate life an outdated concept? As emotion rises judgment falls. Aligning people to one common vision in an organization is easier said. Breaking away is easier done. If you want to build an apolitical culture remember it is always the least competent the most political. They have no other way to survive. Need to make a choice. To be a poor leader or a great follower! What's more valuable? To lead or follow? Leaders ability to distinguish right from wrong is influenced by the information provided by the trust they repose in a few. Scary but true, When do leaders surround themselves with other leaders - "High performing successful people to run critical roles?" In Crisis ! Accepting help when you need it is a sign of strength, not weakness. “Humbling”. Makes learning so easy when leaders are tenured - Optimum time for leadership roles. All additional years go in maintaining status quo and defending their past decisions. A good example of lack of values is to see professionals in critical roles respond to mails after a week, for unexplained reasons, simply because they don't care to respond on time. Or let us take the example of rewards and remuneration at the leadership level. Don't bother about CEO compensation! See if they deserve that for the shareholder wealth they have created or guarded! As new leaders settle in, there is anxiety all around! And you win or lose because of the team you have surrounded yourself with. You win or lose not because of who you are but what others think you are. Inspired, of course, by leaders who believe that the right way is to first ask and act next! Combined with arrogance and contempt for others! Shocking to see leaders who change team leads without telling the team. Imagine the shock of the members. To find a new boss in the office! All of the transformational pitfalls have a common theme: the importance of fully considering existing corporate culture in planning and advancing the transformation and leaders who are seeking change in a short time to establish their position. What exactly is short term corporate culture pursued by its leaders? It’s defined by the formal and informal values, beliefs, and practices that exist within a corporation based on an episode or a series or experiences that may have created to show shock and awe amongst its staff members
Disruption in Values content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
Culture Disrupted Culture encompasses the way in which the organization and its leaders presents themselves to the outside world as well as the way in which internal operations are conducted. Formal corporate culture, influenced by short term seeking leaders, involves everything that’s official—the corporation’s mission and value statement, the policy manual, the operating procedures, the performance review system, the organization chart, and so forth. Leaders who believe that change should happen fast see quick fix triggers as the best form of influencing change. Informal culture that these leaders are fighting against involves what really happens within a company—the real values, beliefs, and practices established over time. While more weight is usually given to the formal culture in planning and communicating inside and outside the organization, the informal culture is more important in shaping what really happens. And this causes friction between what the leader is pushing to make happen and the subtle resistance shown by the traditional - informal culture. When the formal and informal corporate cultures clash, as often occurs with transformations, gridlock can ensue, as in the pitfalls described here. If a formal initiative is counter to the informal business culture, the informal culture will win every time. And many times such informal networks are sponsored at the leadership level and may manifest itself as gossip, back bites and political slandering amongst leadership members. Work Ethic Disrupted What about company cultures that responds, albeit reluctantly, after five mail reminders to get them to do what they are supposed to (Because they have read that people respond only after five reminders?) Leaders cannot build trust pretending to use the charade of open door culture & listening/contributing to gossip. What a joy is it to hear that the future of HR is more appropriate content/theory HR but all of Technology enabled HR. Its culture & change as it appears to become effective in an organizational context. Some use “performance”, some "use" people to climb the corporate ladder. Leaders are expected to not believe what they see; Not believe what they hear too; Don't believe what you say; But believe what you investigate/prove. In data, you trust and leave the rest to God. Tough. But what choice? Leaders, only job is to defend integrity in each of the actions of their institution & its members. But when they don't then you have just one recourse. How many popularity seeking leaders have the integrity and courage to not bad mouth their predecessors and get on with fixing things? And it is literally only those leaders who are political or popularity seeking styles, who cannot get on with the job mandated to do. Mouthing governance, preaching ethics, advocating value based practices & breaching all in letter & spirit is a corporate breakdown and more so when it is led from the top. When bad things are said about your firm, do people take pains to tell its leaders? If not be sure that your people believe in those bad things – be it gossip, fact or folklore. When good things happen to your team members are you the first few to know. If not ask yourself why not? There could be many revealing answers. Board should check this first. Measure the commitment of leaders towards her people by the number of reminders and follow ups they do before their issues are resolved. Measure why leaders use appeasement to win popularity. Perhaps, we now know one answer, at least. They are insecure! Can't be a greater joy than to see your team rise above to come together to do what is right. Reinforces faith that teaching your team values is more important than training them on simply to be competent. Praise in public. Reprimand in private. Exaggerate the good in people. Downplay their weaknesses. Small world short life. It’s worth it. It is great governance when best of leaders would either not take up or step down if they feel they are not competent/ready to do the job or when knowledge, skills, behavior, wisdom needed to run corporate enterprises. Or when you take responsibility for organizational crisis without being asked to take responsibility. This is not a political issue. It is ethics.
Culture and Work Ethic Disrupted content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
INTEGRITY DISRUPTED How do we get leaders who preach to practice? I often wonder why do some leaders simply do not have the integrity to condemn what is wrong? It is tragic that political leadership cannot tolerate an honest appreciation of an opposition leader! Isn't this the same in corporate too? The best of bureaucrats has humility & integrity. I have a simple thumb rule to check decision maker's integrity. Place him/her on the spot and ask them to decide. You will know the truth. Every staff role is power without accountability for business performance unless we get it right, with direct & joint accountability. Accountability is unidimensional. Simply stops with you. Professionals who have an accomplished commercial career, with right values bridge politics & economics seamlessly to our benefit. Responsiveness is about willingness - Ability just checks in. And a comprehensive understanding of job role, skills and competencies makes it worthwhile. Its time & speed that differentiates ability and willingness. Many are able and willing - but when they are not on time it is a futile encounter. Just experience the grace with which some leaders in Governance get back so promptly when asked for help. Truly differentiators. Leaders should not flatter themselves based on overt popularity. They should check on what people speak of them in subtle corners. Competence - Character is the courage to be the "Fall Guy" for the mistakes made by your people when you have empowered them. Let us look the presence of Leadership freaks in business organizations. Lying is a fearful posturing for personal gain & advantage." Some organizational leaders are afflicted by this disease. Don't forget the leader's prerogative. To give and take. Take judiciously and give generously. And don't harm. Whatever the provocation. You can't be wrong unless you are wrong or been wronged.
Integrity Disrupted is TRUST Broken content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
Characteristics - Entrepreneur What Determines Type of Entrepreneurship Organizational Building Searching for Entrepreneurs Transparency and accountability are critical for reform In many cases, the lack of transparency and accountability allows officials to abuse the law for personal gains. One key mechanism for creating transparency is a free media industry which serves as a check on those in positions to abuse the political and legal institutions (see Coyne and Leeson 2004). Increased transparency and accountability reduce the payoff to unproductive activities. Reform needs to be decentralized Reform efforts should be decentralized to the local level so that those that truly understand these challenges are involved in the reform process. For example, as discussed previously, entrepreneurs in rural Romania face a special set of challenges. Currently, the national government controls all reform efforts and neglects the unique situation of rural entrepreneurs. Identifying and maintaining indigenous institutions is key Indigenous institutions are embedded and accepted means of coordinating activities and overcoming situations of conflict. As such, they provide a ready-made framework for increasing coordination on a large scale. Institutions, practices and markets that are informal or “black” should be incorporated into the formal sector. - KPMG LLP Is there a Formula? Where Can we Find Entrepreneurs? Entrepreneurship is omnipresent Entrepreneurs are present in all settings. Cultural explanations for a lack of entrepreneurship overlook what people have in common – namely alertness for profit and to improve their general situations. Underdeveloped nations do not lack entrepreneurship. Rather, entrepreneurial activities exist but are not directed toward productive ends conducive to economic progress. A Government cannot create entrepreneurship Given that entrepreneurs are omnipresent, government policy cannot “create” entrepreneurship. Instead, emphasis should be placed on creating a general institutional framework, making payoffs to productive entrepreneurship relatively high compared to unproductive and evasive activities. Resources should not be allocated to “encouraging” or “training” entrepreneurs, but to develop the necessary institutional context to allow productive activities to come to the forefront - KPMG LLP Characteristics - Entrepreneur What Determines Type of Entrepreneurship The quality of institutions in any given society Rules of the game The Legitimacy of the rules Social capital issues The enforcement of rules Public Policies Adopted in any society Security of Private Property Rights Freedom of Contract Monetary restraint Fiscal responsibility Free Trade
What Determines Entrepreneurship? content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
Personifies Human Being - The Intellectual Corporation personifies the human being and makes the human mind the foundation of the corporation. Intellect seen in its purest form is propaedeutic in its conceptual state. It is primarily elementary and forms the core of the enterprise. Individuals seek freedom of expression, in an environment where learning, teaching and understanding is available and is in a position to adapt, contribute and improve as they learn. The intellectual corporation deals below the surface of overt relationships, seeks psychological contract built on trust, collaboration and mutuality of purpose and provides an environment that offers respect and dignity to the individual. The Corporation has an undebatable, unalterable diktat on the faith in the human mind, the spirit and power of the intellect. All other facets of the corporation described above through the knowledge organization succeed the management of the enterprise. A schematic model is presented below as a case for demonstrating the inevitability of The Intellectual Corporation and its inter dependence between Organization/Management, Culture and Leadership.
Personification of the Human Being in an Intellectual Corporation content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
The way we do business has changed irrevocably be it in human attitudes and disposition towards work itself, the diminishing business and geographic boundaries, technology – product – market- innovations on customer service and satisfaction, changing patterns of product life cycles, liberalized economies of many a third world countries, abundant capital resources, economy of plenty in many countries, IT, Internet usage and domination and several other macro and micro factors affecting the firm. In this period, we have seen the rise and fall of many organizations, entrepreneurial outfit, visionary leaders, successful task masters, legendary family enterprise with long years of substantive work experience, organizational champions and many more. Refer - Influence of Culture to Digital Thinking Organizations. Since organizations can absorb only a limited amount of change in a given period of time, attempting to develop or seek an altered reality quickly will cause much of the new investments to be wasted. Surveys show that 70 percent of organizations that introduce expensive, comprehensive CRM software packages cannot show results, primarily because the software investments were not linked to change management initiatives. Spending on new information capital applications reflects two underly­ing phenomena: the replacement of obsolete systems with state-of-the-art technology (such as ERP systems), and the application of totally new technology to new applications (such as e-commerce). Meaningless Market Cap - Fortune 500 list of every year appears to be undergoing radical changes. Market capitalization of IT firms simply has no holds barred while peaking to hit the circuit barrier on day’s limits. The business enterprise, for what it is worth, is today considered to be a knowledge organization poised competitively to face the new millennium. The knowledge organization, as currently defined, represents services, value additions, use of data and information, collection, storage, synthesis, assimilation and transmission to relevant sectors of competitive information. The organization encompasses basic sources of data and information origin and converts it into usable knowledge base for effective organizational performance. At a point, Microsoft and Cisco enjoyed stock market capitalizations that are hundreds of billions of dollars higher than the book value of their tangible assets, largely because their complex software and hardware have become standards for the industry, are difficult for rivals to replicate, and are costly for customers to switch from. Today while Microsoft has retained its value, CISCO’s place has been taken up by Apple, Google and other digital companies. Digital World Has Changed - Conventional wisdom states that companies in a mature industry try to maintain profitability and deter new entrants in three ways. Product proliferation which involves moving from a narrow to a wide range of products to cater for various market niches; Price-cutting, to maintain and build market share, and the excess production capacity to threaten increased output if new competitors enter the industry. He goes on to say that a company, as well as finding ways of keeping out new entrants, must manage its existing rivals in a number of ways so as to maximize its profitability and Price signaling to inform competitors of pricing intentions, price leadership to attain the lowest delivered cost in the industry and non-price competition, based on product characteristics, are all recommended by Porter. A key strategic variable in this environment is investment in intellectual – smart capacity as companies that can meet increases in demand have a considerable advantage over their rivals. However, there is risk, as large investments in implementing a generic strategy are required before the environmental change occurs. Amazon has avoided this risk through innovation in supply chain, information processing and logistics design. Hence mere capacity investment and generic business strategies are not adequate tools for managers involved in digital industries. At a simplistic level software organization, consulting, advisory firms, research, new product development and generic knowledge based value-adding companies (advertising, financial services, communication, entertainment, education) are treated as knowledge firms given their role in development of raw data, creation of unknown into known and the utilization of people as the primary state of creators. These organizations position themselves competitively depending on their availability of quality human resource and their contributions to the business bottom line achieved through their knowledge contribution. The knowledge is commercialized as a product or service to begin with and thereafter converted into a system for its effective storage, retrieval and application. While organizations treat knowledge as its sustainable competitive advantage and make systemic contributions to make effective its application the corporate intent in managing knowledge makes the role of intellect subservient to the cause and consequent process. Eventually corporations turn knowledge creators into knowledge merchants contributing for a price. To my mind there is a definitive dissonance, when seen in isolation, between the knowledge and Intellectual Corporation.
Altered Reality of the New World of Business content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
“Of course the work of Nostradamus continues to be a part of our life as a possible work of hypothesis and reality. While work would engulf our lives, as individuals, and we would go on as one human kind, I am unable to see the continuance of the corporation with 20th century as model for the future. It is not a conjecture to make a point but more summation and learning out of the last two decades of pace of change, particularly, in the commercial sciences and its consequence to the business enterprise”. New systems also exact a psychological cost on employees, which has to be anticipated and managed. Putting a higher percentage of reward mechanisms for intellect at risk is good for companies. It allows them to move dollars out of the fixed-cost category and into the variable-cost category, and it provides tangible evidence that things must change. For employees, however, it means trading something that is sure—base pay tied to time and seniority—for an incentive that may or may not be paid out. Keeping values at the core of their thinking, Continue, Grenny et all, “When leaders want to influence people to make significant changes, they need to help them connect the changes to their deeply held values, those beliefs and practices that has held them to their behaviors over their life time. It is the moral compass that helps people see right from wrong or can do versus cannot do. This establishes a moral framework that shifts people’s experience of the new behaviors. If leaders fail to engage people’s values, it means a conspicuous evidence of lack of commitment, they must compensate for a lack of personal motivation, drive with less profound and sustainable, retained sources of motivation, such as carrots – sticks and intrinsic or extrinsic rewards or punishment”. Without clear measures, decisions made by supervisors and managers can seem arbitrary and create resentment between business units if some managers are perceived as easier than others. Are socio technical aspects of work for changes in behavior built into the system? In, “How to Have Influence, 2008 SMR, Joseph Grenny, David Maxfield and Andrew Shimberg write further of their attempt to focus on, the challenges they wanted to explore in regard to bureaucratic infighting, silo thinking and lack of accountability. Nothing is less motivating than for a person to work as hard or harder than before, meet their personal goals, and find out there is no upside because of factors out of their control. “In fact, their study showed, they say, (believing that learning is a bridge to fill gaps) that a robust training initiative is at the heart of almost all successful influence strategies. Mike Miller, vice president of business customer billing at AT&T Inc., succeeded in turning around a 3,000-person IT function by creating a culture where everyone spoke up early (no one can walk out without saying something) and honestly about the risks they saw affecting project goals. Early in the change initiative, Miller saw that people needed more than the motivation to speak up. He realized people also needed the ability to step up (skill or competency gaps or process and knowledge fillers) to crucial conversations. In the heat of the moment, speaking up about emotionally risky issues requires as much skill as motivation. So Miller made sure people got the right kind of training”. There are a few things to consider when contemplating introducing new structures: Is there agreement on what is important and is there a way to measure it? Any rewards given for meeting specific production, quality, or service goals need to have clear criteria. Some work needs to be done as part of the planning process to identify the behaviors that people need to do more of—and less of—to impact the culture and business results. Although the management team can determine these behaviors, involving a representative sample of the people impacted will improve the result. They will identify the management behaviors that need to change in addition to what they and their peers need to do differently. They will also ensure the language is direct and descriptive. Finally, the involvement process will increase buy-in to the overall plan. Are people enabled and empowered to control the variables? It is impossible to ask people to excel if they are not enabled to achieve excellence. Whether it is pay for performance, skill-based pay, or some team incentive plan, it will only work when the people participating have some control over the outcome. These could include: Another business division not making their goals, Lack of reasonable authority to make decisions and solve problems, Lack of tools and resources to do the job well. The 20th century, when looking back, were possibly the most eventful and impacting in all spheres of life. From entry into space, several global wars, mass destruction weapons, the advent of biotechnology, emergence of the third world economy, death of socialism and communism, the consequent rise of capitalism, globalization, and domination of the service sector and finally the entry of Internet, E Commerce and its opportunities. These are but a few of the radical changes that have impacted literally the human kind from all walks of life. One would never know how much of all of this at a minimum was predicted at the beginning of the 20th century or how many organized activities were undertaken by the thinkers of yesteryears to forecast for themselves their future.
Influence of Culture to Digital Thinking Organizations  content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
Digital Demystified Digital Simplification - Effective management of simplification, buy in from middle management and support from leaders across operating units will work towards a successful roll out of new technology and processes. Simplification to increase visibility into operations (at the article level and overall volume) will enable operational planning for all the facilities through planning tools. This will help improve employee productivity through better manpower planning. The advent of internet, mobiles and alternative means of communication has led to a serious set of challenges for the “So what we’ve tried to do inside the company is really just drive what we call a “culture of simplification”: fewer layers, fewer processes, fewer decision points, says Immelt. We’ve adapted the lean tools in what I would call a Silicon Valley approach, what we call “Fast Works.” We’ve embraced some of the Silicon Valley tools in terms of putting everything on the clock, bringing commercial intensity into the company. The way I describe that is, like biggest companies, we’re willing to take all kinds of market risk so that we don’t have to take internal risk, right? We try to say, “Look, let’s actually be aggressive in the markets, and let’s count on our own execution to risk reduce inside the company.” And broadly, getting to digitization, we’re democratizing information inside the company; getting IT tools that were contemporary in a mobile setting, and we call these things the culture of simplification”. Simplification includes a high-level mapping of the business’s future architecture, the Target Operating Model (TOM) represents the future state of the business, based on an evolution across the enterprise and in vital areas including technology and operations. Integrated design tools are used to manage the complexity of large organizations from architecture through to detailed design and requirements management. Multiple iterations are necessary to develop an optimal TOM. This step addresses the creation of the initial TOM, which is updated and refined as part of detailed design activities. In the Interview with John D. Sterman - Professor of Management Science Director, System Dynamics Group Massachusetts Institute of Technology," Jay Forrester frequently likens this problem to solving in your head a hundredth-order nonlinear differential equation system, but, frankly, that's an underestimate, because a hundredth-order system would actually be quite a considerable simplification from the real-life systems people have to deal with. Evolution did not equip us with the capability to simulate intuitively the type of complex, dynamic systems we have created for ourselves. The result is an interesting dilemma. The better job you do with the conceptual modeling tools the better your mental map of how a system works, the less able you are to use that map to make reliable inferences about the consequences of new policies or new structures you may want to put into place. The solution is to test the models, to test your hypotheses about the consequences of new policies. In most of the social systems we are concerned with, experiments in the real world are, prohibitively costly, unethical, or simply impossible. Simulation then becomes the only means to determine the consequences of policies you might want to try”. Complexity Drives Digital Simplicity - Martin Mocker, Peter Weill and Stephanie L. Woerner in MIT SMR 2014, “Revisiting Complexity in the Digital Age” write, “With a clear vision and a simple set of metrics identified, we suggest companies seeking their complexity sweet spot consider the following steps: Assess your company’s current complexity position. “The first step, the authors state, “is to determine where your company is now on product complexity and process simplification. The best place to start is by assessing your customers’ needs against your product and service offerings. Are your key customers satisfied with your level of product variety and linking? To find the answer, we suggest asking three questions: 1. Do your best customers buy from companies similar to yours? Why? 2. Is your customer satisfaction rating (such as a Net Promoter Score or similar measure) lower than those of competitors that offer more product variety and linking? 3. Is there work your customers do that you could do for them? For example, the USAA service to purchase a car includes negotiating with the car dealer for the best price”
Digital Demystified content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
Digital Culture has to manage commercial Risk - Change methodology enables the organization to be ready and able to work with a new or changed set of processes enabled by new technology and business processes, thereby realizing the benefits of the transformation. The approach helps the impacted organization to clearly understand the need for change and the outcomes of the change, and ultimately ensures that the organization possesses the capabilities and motivation to make and sustain the change. Additionally, there is a large focus on transferring knowledge to the organization, as well as developing methods and content for ongoing support of job performance. The activities in this thread can help accelerate stakeholder adoption of the changes and reduce the performance dip typically seen on large-scale business transformations of the size and complexity to drive management of commercial risk. “Today, the costs of inaction almost always exceed the costs of action.” Making a culture less risk averse is by no means an insurmountable task. To boost risk taking in their companies, executives need to change their mindsets. Dr. John Halamka, chief information officer of the Boston health care provider Beth Israel Deaconess Medical Center, says that leaders must acknowledge failure as a prerequisite for success. “Failure is a valid outcome,” he says. “Wearable computing is great, but Google Glass wearable computing devices turned out not to be for us right now. We may discover that patients love the Apple Watch wrist-wearable device and it becomes a platform. It’s hard to know. But even if it doesn’t, it’s OK.” In the research paper, “Strategy, not technology drives digital transformation”, Gerald C Kane, Doug Palmer, et all, in MIT SMR 2015, write, “Phil Simon, author of several books on how technology impacts business, sees risk aversion as a serious impediment that plagues many established companies. “For every Google, Amazon or Facebook taking major risks, hundreds of large companies are still playing it safe,” he says. “Cisco CEO John Chambers echoes the sentiment. “We began working on the Internet of everything more than seven years ago,” he comments. “The market wasn’t ready for it. In that instance, we had the courage to keep going without overinvesting to the point where we were betting the company on it.” But it would be a mistake to suggest that only the mindset of leaders drives aversion to risk. Employees may fear taking risks as much as their managers do. Encouraging employees to be bolder is especially important in digital business transformations. To draw employees into the fold, businesses may have to take deliberate actions”.
Digital Culture has to manage commercial Risk content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
Digital Culture Nurtures Governance - Under our old system of governance, one could lead by mandate. If you had the ability to climb the ladder, gain power, and then control that power, you could enforce these changes in attributes. But the forthcoming kind of company is going to require voluntary follower ship. Most of our leaders don't think in terms of getting voluntary followers; they think in terms of control. Generally, everyone here is mainly concerned about one’s own affairs. People do not have time to think of future needs; they are too busy completing their assigned tasks and making revenues. People here are more individualistic; they complete assigned tasks for which they expect to be compensated. Pleasant behavior is preferred here to telling an unpleasant truth. People here are treated according to their working assignments and not on the basis of kinship, cast, language, etc.” Governance should play the role of managing the quality of collective thinking and knowledge of the corporation. Their role is to help maximize the organization’s intelligence, ownership to contribution and identity with content changes. Such a culture now moves into the role of nurturing inquiry, reflection, dialog, sensitivity, and knowledge enhancement in their training and development work. Here training – learning - engagement is not a confined to policy papers, trite communication or traditional class room activity. It is essentially an experience and these experiences make learning happen. Yet another factor is the true sharing of knowledge, expertise and invention. Pfizer has created competence models for recruiting treasury executives. This goes beyond access to data and re circulating hoarded data from control managers. “Work responsibility here is given more importance than demands of the family. Driven by a performance system that overrides all other considerations and makes individual targets an important element achieving results. Nurturing and helping subordinates is encouraged here. This executive worldview is built around the necessity to maintain the financial health of the organization and is fed by the pre-occupations of boards, of investors, and of the capital markets. Whatever other pre-occupations executives may have, they cannot get away from having to worry about and manage the financial issues of the survival and growth of their organization Achievement and competence is not always more important than hierarchical status. Christine Bader (SMR 2014) writes, “Hold users accountable” she says. “Microsoft suspends the accounts of XBox Live Users for violating their Code of Conduct”. The benefits of a robust internal controls program are evident. With these controls in place, transformations can: - Reduce the potential for fraud, misdemeanor and inconsistencies around financial – shareholder – market reporting - Comply with applicable laws and regulations, including those relating to corporate governance, internal controls, risk management and privacy, among many others - Reduce the risk of asset or resource losses - Optimize – Obtain Feedback on business decisions with higher quality, more timely information - Improve operating inefficiencies, tech enable - Instil trust in the system, benchmark for best practices and the standardized processes it enables, eliminating unnecessary workarounds (i.e. reduce the proliferation of ‘spreadsheet processing’). “Google should make it clear that they do not condone unsafe behavior with Glass and will participate in users’ prosecution when they’ve violated the law. Companies must manage the social risks that they cause or contribute to, no matter where they occur and at whose hands”. These are governance driven actions that establishes an ethical framework for all stakeholders. “As they develop technology that aims to transform how we live; it is even more critical that they acknowledge this responsibility”.
Digital Culture Nurtures Governance content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
“Technology Skills – Appreciation of Digital Trends are only one of many categories of leadership skills rated as most important by respondents. Managerial skills like understanding the market and/or having a sound strategy are most valued for enabling success in a digital workplace” See image below: (Refer - Leadership Competencies in a Digital Age)…
Leadership Competencies in a Digital Culture content media
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Advisory Channels Canada
Oct 31, 2022
In Business Forum
“Culture eats strategy for breakfast.” For an organization, revitalization involves creating and managing its purpose, identity, values, beliefs and core mission and culture with renewed vigor and vitality. Reinventing the culture that performs is revitalization. In its consistency lies renewal. Renewal would necessitate understanding the people interaction processes, the shared meanings, beliefs, language, customs, traditions and rituals of the corporation. It would seek to redefine the pattern of shared assumptions that the group has learned as it solved its problems. It would prescribe the ways new members would join in and assimilate themselves into the work environment and learn the correct way to think, perceive and feel in relation to others and the problems. But he (Drucker) certainly recognized the influential role that culture plays in corporate success and failure. The problem is that nobody really knows how to measure culture’s effects, let alone what levers to pull and how hard to pull them to get a great one”. In, SMR 2016 issues, “Using Predictive Analytics to Enhance Your Company Culture” Theodore Kinni, writes, simulate your organizational culture: I don’t think Peter Drucker ever actually said that! “Enter predictive analytics and a company called Icosystem. “[Icosystem’s] software simulates the complex workings of any given organization by mimicking the behaviors and interactions of individual employees, like a custom-built Sims universe, in order to predict how slight changes in one area, like a call operator’s time on the phone, might impact another, like customer satisfaction,” writes Stephanie Russell-Kraft in Motherboard. If you can simulate the effect a call operator’s behavior has on customer satisfaction, why can’t you measure the effect of, say, a better gender balance in your company? Icosystem CTO Paolo Gaudiano thinks you can. He tells Russell-Kraft that Icosystem is now developing software can be used to model changes to the organizational culture, simulating, for example “typically ‘female’ and ‘male’ attributes to see how putting women in leadership positions might help firms lower HR costs or boost sales.” In new organizations the original founder often imposes his or her personal values and beliefs on the people that they hire and, if the organization thrives, these beliefs become seen as correct and adopted. If there is no strong leader at inception then the original group members bring in their existing values and try to impose them, with the values of those that are perceived as successful becoming accepted. We can begin to see that it is success that incubates cultural values and it is not possible to say whether any particular type of culture is ‘right’. It is only ‘right’ if it helps the organization succeed in its primary task and only ‘wrong’ if it hinders. Add software to your value proposition: Vijay Gurbaxani, director of the Center for Digital Transformation at UC Irvine’s Paul Merage School of Business, says that no matter what business you’re in these days, you’re in the software business. “That doesn’t mean that you should stop delivering your current products or services. And it certainly doesn’t mean that you should suddenly start selling something labeled ‘software,’” he writes in Harvard Business Review. “Rather, this approach recognizes a fundamental shift in the sources of value creation and competitive advantage toward software.” That means incorporating software into your company’s strategic thinking by asking how it can contribute to competitive differentiation, help surmount barriers that keep customers from realizing value, and bolster your value proposition. Look to Disney World, says the business professor. Its $1 billion investment in the RFID-enabled Magic Band created a better, more seamless customer experience and provided the data needed to better manage its parks — enabling the company to “accommodate an additional 5,000 daily visitors.”
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Advisory Channels Canada
Mar 06, 2022
In Business Forum
Gamification in Talent Assessments and Competency Management is an engaging mechanic to include games, events, episodes, drama, simulations, experiences, creativity, design thinking, acts, attitudes, technology, learning styles, goal orientation, reward desires, human needs, social interactions, senses to high potential talent, employers, experts, analysts and assessors to collaboratively build talent scenarios for a leadership pipeline. A game designing process of evolution and feedback that is inclusive, behaviorally energizing, fun and learning oriented. It offers players to build upon existing tech platforms and Talent Management - HRIS systems to actively integrate evaluation behaviors to analytics, intelligence, social collaboration, automation to leadership competency and performance based team working. Gamification strives to build upon people's desire to express, seek identity, contribute, reach out to and offer rewards in an innovative way. The author builds upon a proprietary IP called RiiMagine - www.RiiMagine.Com - that focuses on a Gamified Talent Management Solution, from Hire to Retire (Plan to Prepare to Perform) but more specifically in regard to an impact of personality to content and behavior based learning, contributing and growing. Best of Gamification offers organizations strategic mechanisms to integrate Behavioral Competencies to HRM systems, technology interfaces, social processes, analytical evaluation, predictions by actively engaging staff associates to make decision impacting themselves consciously. Gamified processes are device agnostic, culture sensitive, artificial intelligence dependent and provides a competitive landscape for an inclusive talent management program including a succession and career oriented leadership building.
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Advisory Channels Canada
Mar 06, 2022
In Business Forum
Profitability is not a stand-alone aspect of a business organization. It is inextricably linked with Costs. But Profits and costs requires a facilitating culture. A company’s culture can have a significant impact on financial performance. Companies with adaptive cultures emphasized by key managerial constituencies—customers, stockholders, and employees—realized, revenue, stock price & net income increases. Such cultural experiences are best applied when organizations seek to push employee contribution ahead of other factors that influences business performance. Maintain a transparent, strategic focus and alignment so that employees know how they are contributing to the results, & where employees come on par with customers when fulfillment of need is concerned
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