As unemployment remains at record lows, Cielo’s new Talent Acquisition 360 study finds that the competition for talent is causing major shifts in corporate strategy, as well as significant disagreements among business functions regarding their companies’ approaches to finding, recruiting, interviewing, and hiring new employees.
Many organisations embarking on an enterprise-wide transformation to agile working, struggle to sustain or scale the benefits they initially achieve. The journey towards agility is a marathon, not a sprint, and it requires continued commitment, at all levels of the organisation, to ensure agile ways of working stick.
The first six to 12 months of introducing agile throughout an organisation will result in visible improvements in speed to market, productivity, efficiency and employee engagement.
Large corporates are, at best, 30% efficient in delivering change. From launching a loan product to landing a new bakery range on a supermarket shelf, big organisations are failing to deliver change at pace and realise value from it.
One leading credit card provider told us they’d last delivered a major new product eight years ago. ‘We were the leader in the market,' said the project manager. 'However, others have caught up and now we’re struggling to respond.’
'It takes us two years to do what our competitors can do in two months.' MD - FTSE100 organisation
You’ve probably heard it said that change is the one constant in business currently, and that’s true, it’s also true for our lives outside of work.
Many people will say they don’t like change, it makes them uncomfortable or it’s something they fear, but if you break things down a little, you’ll find that we all deal with change on a daily basis.
Design Thinking is currently enjoying a surge in popularity and not without good reason. Processes for creation and innovation are worth their salt and are indeed integral to Digital Transformation. Having said that, one is not a substitute for the other. Here is my take on Design Thinking and where it fits with Digital Transformation.
Business School must come before Design School.
In my opinion, most enter the room of Design Thinking assuming they’re bringing the right diagnosed challenge to the table to be fixed.
If you’ve ever had the opportunity to work at a summer camp you’ll know it’s one of the best “jobs” you’ll ever have. I use the word job in inverted commas intentionally because more often than not it doesn’t feel like work at all. There are deep and meaningful conversations with people who start to feel more like your family than your colleagues. There is the cold embrace of a dip in the lake after a late afternoon game of capture the flag that always gets a little too intense. There’s the jaw-ache you get after laughing too hard for too long at some silly in-joke.
Strategy creates competitive advantage,
People and a culture of innovation sustains it and
Technology and communications are the means by which it is delivered.
Change has fast become the one constant in businesses today, but can there be a point when too much change is no longer good for business?
If the changes aren’t fully considered, fully implemented and the people are not engaged with the process, then yes.
In 2013 a large London based organisation commenced a two-year transformation programme looking to change everything from their systems, processes, policies, procedures, structures, IT infrastructure and nationwide office locations.
We are far better at planning for the short-term than we are for the long-term.
Think about when you get in the car. If you don’t know where you are going, you tap in the details to a sat-nav system to tell you the route. You might have an advanced system that updates itself to find quicker routes if there is traffic.
You probably know what you’re doing this weekend and maybe even the weekend after. You might even have planned your summer holiday.