As One: Better Collaboration Where It Counts the Most
As any frustrated executive can vouch, the best plans count for naught if they are not implemented. Yet what exists, other than gut instinct, to inform leaders’ decisions around organizational engagement? In focusing on strategy execution and changes that depend on large numbers of people working together, we identify three factors that are present when organizations achieve their goals.
Content: Article | Authors: Andrew Garber, David Brown, Frederick D. Miller | Source: Deloitte Review | Subjects: Leadership, Management, Organizational Behavior
The “Behave” Organizational Models
Deep Talent, Vast Distances: Realizing the full value of global knowledge workers
Company leaders are often quick to acknowledge, even revere, the importance of human capital in their organizations. “Our growth depends on people” and similar sound bites echo through many CEO speeches and litter corporate homepages like the last refrain in a many-versed ballad. Yet, catchphrases and buzzwords offer little clarity when it comes to the ins and outs of building and keeping a workforce.
Content: Article | Authors: Bhushan Sethi, Frederick D. Miller, Ryan Alvanos, Vivek Sethia | Source: Deloitte | Subject: Human Resources
Global Operating Models for Managing Knowledge Work
Increasingly, companies are spreading “knowledge work” tasks – such as research and product development – overseas as a means to increase competitiveness, reduce costs, access new talent pools and establish a presence in emerging markets. Yet many struggle to achieve the performance to which they aspire.
This paper describes how a structured approach for understanding the link between decision-making (how work is governed) and workflow (how … [ Read more ]
Content: Article | Authors: Bhushan Sethi, Frederick D. Miller, Vivek Sethia | Source: Deloitte | Subjects: International, Knowledge Management