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.