When we want to be heard by others in our business, especially when we are encouraging change, we can have a temptation to aim for 'loud' first. But is it the answer and the most effective path to performance?
It is normal in an organisation to delineate responsibility and accountability in order to get things done, but too often we see a lack of alignment in teams, projects and organisations more broadly which leads to friction and dysfunction.
It isn’t always easy to tell if that person has actually formulated the idea with a bias toward the success of the collective as opposed to a 'self-protection' bias. When you shape up ideas, do you run them through a 'team-first' or 'empathy' filter?
“Culture eats strategy for breakfast” is a widely used saying, and intuitively we know how important a great culture is in mobilising a strategy. Yet, we have seen at times leaders looking at strategy and culture as separate organisms. Why should culture and strategy compete or be at odds with one another?
Why do we sometimes force complex digital transformation projects into an ineffective plan and expect them to succeed? We strip value out of potentially valuable solutions by jamming them into silly, unachievable or unthoughtful models and timeframes for delivery.
Expecting a team who has historically been asked to deliver within refined systems and scopes to suddenly be ‘agile’ or ‘entrepreneurial’ is unfair to them, and an unfair expectation to set for yourself. How do you help people migrate to new ways of thinking and behaving?
A recent study from Gartner on Top priorities for HR Leaders in 2022 showed that building critical skills and competencies for their organisation is the main priority for 59% of them. This led us to think deeper about the subject and wonder: what is the actual problem to be solved here? Is it purely a talent management issue or a business performance problem underpinned by talent and resources. How can we approach this more strategically rather than tactically?
To get an outperforming team we believe you need to have a shared vision that can lead you to collaborate around measurable and achievable goals. Equally as important, the ‘shared’ vision has ‘shared understanding’ with respect to what we (as a team) believe it means in practice.
How conscious are you of your communication style for the desired partnering outcomes you seek with the teams and stakeholders you work with? We are going through 5 communications styles and what their impact is on business partnering.
Modern financial modelling and related tools are helping to create this value for their users in a faster and more sustainable way. The ability to model and shape decisions is increasingly becoming a "must-have" in the toolkit of accounting and finance professionals, helping them provide meaningful insights and flexible scenario reviews to support complex decisions.