Middle Managers Will Always Be the Strategic Linchpin of Your Organization—Make Sure You Look After Them


Posted by Andrea Derler on March 8, 2018.

Middle management seems to be going out of fashion in many businesses. As organizations become flatter and senior executives want to be more involved in daily business operations, middle management is sometimes thought of as an inconvenience. Getting rid of the middle layer, some say, will help shed operating costs, enable employees to make their own decisions more often, and hence lead to higher productivity and engagement in the workforce.1

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Prediction 6: Senior leaders will work on their digital acumen


Posted by Andrea Derler on January 18, 2018.

The new world of work demands more than improving the digital skills of midlevel managers. HR must now turn its attention to CEOs and other top-level executives. While research1 shows that most organizations—7 out of 10—are doing a good job tailoring programs for first-, mid-, and senior-level leaders at their company, this focus on the center has left the top of the corporate pyramid less than ready for today’s fast-changing business environment. Just one-half of these same organizations have tailored programs for executives2, leaving C-suite teams to their own devices when it comes to boosting digital capabilities.

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“Leader-proof” your transformation efforts: Becoming agile

Posted by
Noah Rabinowitz
on December 12, 2017.

This series has been exploring the role of leaders in achieving business transformation. The first post, “Mind the gap,” looked at ways to determine if the leaders you have in place are the right ones to lead transformation. Last time, “Build or buy transformation leaders” looked at why building from within is typically the better choice. Today, I want to dive deeper into strategies for building a bench of transformational leaders. If you are going to leverage the 4E’s of leadership development (Experience, Exposure, Education, Environment),1 how can you do so in an innovative way? By borrowing from the agile methodology used in other types of development.

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“Leader-proof” your transformation efforts: Build or buy transformational leaders?

Posted by
Noah Rabinowitz
on August 23, 2017.

A critical decision when looking to transform your business is “who should lead the transformation?” Who are the leaders in my organization that are going to create exponential value? Who are the game changers? In a perfect world, this is an easy question to answer because you have a well-developed bench of ready, willing, and capable talent. In reality, however, this is actually much harder because organizations around the world face a shortage—not a surplus— of these unique transformational leaders. As a result, organizations often face a critical question—to build or to buy transformative talent?

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“Leader-proof” your transformation efforts: Mind the gap

Posted by Noah Rabinowitz on May 24, 2017.

As the world rapidly transforms around us, organizations have had to learn how to adapt quickly or risk falling behind, or even worse, become extinct. For example, only 12 percent of the Fortune 500 com­panies from 1955 are still in business, and last year alone, 26 percent fell off the list.1 During periods of disruption and change, leaders can either serve as the primary catalyst for growth, or hold companies back. One of the greatest challenges today is understanding whether the leaders you have in place are the right leaders to support transformation.

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Three keys to making culture change stick


Posted by Marc Kaplan on April 18, 2017.

Culture is top of mind for leaders around the world and has become widely recognized as a competitive advantage in executing organizational strategies. Organizations need to be ready and able to adapt their culture as their strategies evolve. Deloitte research found that 86 percent of executives surveyed rate culture as “very important” or “important,” and 82 percent say “culture is a potential competitive advantage.”1 However, the same survey revealed that only 12 percent of companies believe their organizations are driving the “right” culture. This may not sound like an issue, but research shows that when culture and strategy are aligned, companies can show as much as 50 percent differential in performance,2 certainly something worth working toward.

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