strategy

Goal Orientation, Purpose, Opportunity and Presence by Roderic Yapp

You start with end in mind and work backwards to establish the steps that you need to complete that will take you from A to B. It’s something that most of us will have done at some point in our lives. If you want to move house, refit a bathroom or board a plane, you have to work out what you need to do and then the steps required to do it. This is a great example of tactical planning and we do it every day.

But do we apply the same process to our strategic goals?

Impact of Disruption on the HR Function: A Strategic HR Function by Devyani Vaishampayan

We have been discussing innovations in the HR Tech space. Key benefits include the reduction in costs, raising productivity and improving employee retention amongst many others. Overall, one of the biggest advantages is that it helps HR become far more strategic. A strategic HR function entails increasing employee productivity and using HR to implement strategies over a period of time with the agenda of creating an organization ready for the future.

How does AI help formulate a Strategic HR function?

Enterprise Agile Transformations – Why They’re a Marathon, Not a Sprint by Vikram Jain

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.  

How to Increase the Agility and Productivity of the UK by Vikram Jain

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

Unapologetic by Kelly Swingler

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.

What does Design Thinking have to do with Digital Transformation? by Niall McKeown

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.

Can we please put some humanity back into organisation change? by Jonny McCormick

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.