It’s January, and we’re starting another year in a brand new decade. Like many of you, I’ve made some personal resolutions, but I also like to include professional resolutions. A few years ago, I resolved to use internal communications as a way of creating meaningful connections between employees and the organization. I didn’t know how to begin, so I ended up abandoning the goal and becoming one of the millions of people who give up on their New Year’s resolutions. That did not sit well with me, so I took some time to determine what went wrong. I quickly realized my original goal had been too broad, and if I wanted to be successful with my communications resolution, I needed to simplify my approach. My solution? Ask these simple questions. Continue reading “Sharpen your 2020 communications strategy with a simple New Year’s resolution”
If you’ve ever found yourself navigating a major acquisition or divestiture, you know there is a long road of unknowns – a winding path of critical decisions that rarely feel like they’re made based on complete, quality data. This only becomes more apparent when thinking about the organization – how it’s structured and led, how to retain and engage key employees, and how work will get done in the short and the long term.
Part 2: Unlocking critical capabilities in supply chain through an operating model transformation
In Part 1 of our series, we looked at how supply chain is rapidly becoming a key strategic function across the health care provider ecosystem. Today, we discuss unlocking critical capabilities in the supply chain through an operating model transformation.
Only 38 percent of executives say they are very or extremely confident that their supply chain organization has the capabilities it needs today.[i] This fact is garnering significant attention in the health care sector, as more business leaders begin to understand the strategic significance of supply chain as a powerful way to impact the bottom line and prepare for the Future of Work. As a result, savvy supply chain executives should be focused on developing high-performing, adaptable teams to be able to create and deliver more-advanced supply chain capabilities and drive value. This often requires reorganizing the function from the top down through an operating model transformation, which we loosely define as ensuring the right skills, in the right place, in the right amounts, at the right time. Basically, you can’t drive innovative and leading-edge approaches through ineffective decision rights, structures that are dated, and a view of supply chain that is merely transactional.
To provide executives with an overview of what a supply chain operating model transformation might entail, this post touches on three topics: (1) supply chain capabilities needed in the future, (2) operating model components that should be considered in times of transformation, and (3) the factors that can make a supply chain transformation achieve the expected results.
As the writer Elbert Hubbard once said, “One machine can do the work of 50 ordinary men. No machine can do the work of one extraordinary man.”1 Your company may be filled with dozens, hundreds, or even thousands of professionals with extraordinary potential, but they are often spending their time doing mundane, time-consuming tasks when they should be applying their potential to higher-level, human cognition challenges. Exponential technology makes that leap possible, creating the opportunity to transfer the “machine work” to machines and augment and expand the role of the professional.
More than ever, organizations are embracing digital transformation, focusing on increasing agility across processes, operations, and technologies. Our 2016 survey on technology implementations revealed that over 80 percent of the 550 companies responded were already operating on both agile and traditional waterfall methods while only 16 percent had not applied agile.1 Highly mature agile organizations, which are those using agile methods for all IT projects, have all seen significant improvements in quality, speed, risk reduction, and ROI. But for organizations to truly embrace agile requires very different organizational structures. Organizations must be prepared to not just transform their IT or I&O (infrastructure and operations) departments, but also transform their entire organization, from culture to governance to operations.
Continue reading “On the road to digital maturity: The way of the agile master”
Posted by Julie Hiipakka on July 18, 2018.
Maybe it’s happened to you: your employee satisfaction scores for learning are low. Training, or the lack of quality of training, comes up in worker exit interviews. Does it feel like learning in your organization is something that has to be endured so people can get back to their “real” jobs?
Posted by Denise Moulton on January 24, 2018.
Changes driven by advanced technologies and shifting workforces are creating unprecedented opportunities for transforming the workplace. At the same time, the very nature of the relationship between a business and its workforce is changing. Old, top-down management paradigms are fading away. Teamwork, mobility, innovation, and inclusion are taking center stage, along with redefining work with creative applications of technology.