10 Posts found for Author: Yaarit Silverstone

The success of serial dealmakers depends on how well their workforces can absorb and integrate new employees. Helping people embrace change eases this challenge and supports hypergrowth better. Here are four actions you can take today to get to that goal.

Content: Article | Author: Yaarit Silverstone | Source: “Accenture” | Subject: Mergers & Acquisitions

The M&A landscape has changed. Beyond market share and cost synergies, the value of M&A increasingly lies in transformation and growth.

Companies can’t afford to delay transformation for the sake of integration, as it freezes their ability to innovate while competitors surge ahead. Deal approaches need to change, allowing organizations to transform, and talent to flourish during integration.

Using deal intent as a guide, C-suite leaders can … [ Read more ]

Content: Article | Authors: J. Neely, Kristen Andrews​, Tim Good, Yaarit Silverstone | Source: “Accenture” | Subject: Mergers & Acquisitions

When leaders are aware of the conversations that are taking place in their organizations and can identify those that are generating the most energy or emotion, they can allocate their attention (and their interventions) with greater impact.

Content: Quotation | Authors: Robert J. Thomas, Yaarit Silverstone | Source: “Outlook Journal (Accenture)” | Subjects: Leadership, Management, Organizational Behavior

Can leaders be connected, present and effective 24/7? Yes, and they should be—but only after they become sophisticated users of social media, which creates the need for instant accessibility.

Content: Article | Authors: Robert J. Thomas, Yaarit Silverstone | Source: “Outlook Journal (Accenture)” | Subject: Leadership

Companies know that collaboration among people, departments and organizations is important. But collaboration behaviors, structures and outcomes are tough to quantify and, as the saying goes, you can’t manage what you can’t measure. Accenture offers insights on how to identify and obtain the most productive levels and kinds of collaboration.

Content: Article | Authors: Robert J. Thomas, Yaarit Silverstone | Source: “Accenture” | Subject: Organizational Behavior

The most enduring source of competitive advantage for a company could well be its people. Yet few organizations develop business strategies that align fully with their human capital strategies. Citing in-depth research and its own HR improvement journey, Accenture talks about how companies can create better strategies by leveraging the multiple dimensions of human capital management.

Content: Article | Authors: Adrian Lajtha, David Smith, Yaarit Silverstone | Source: “Accenture” | Subjects: Human Resources, Management

Instead of implementing periodic change programs, tomorrow’s success stories will adapt constantly to new trends and directions. But how does a company develop this capability? Accenture discusses the competencies, structures, leadership tenets and performance metrics that enable companies to change rapidly and organically.

Content: Article | Authors: Adrian Lajtha, Andrew Leach, Lori L. Lovelace, Walter G. Gossage, Yaarit Silverstone | Source: “Outlook Journal (Accenture)” | Subjects: Change Management, Organizational Behavior

The new business environment will favor those companies able to execute strategy faster, with more flexibility and adaptability, and move their companies ahead briskly.

Content: Article | Authors: David Y. Smith, Peter Cheese, Yaarit Silverstone | Source: “Outlook Journal (Accenture)” | Subjects: Management, Organizational Behavior

Informal networks can play a pivotal role in how organizational decisions are framed and executed. But they can also result in too much collaboration—the kind of lengthy and expensive decision making that can cost companies dearly in missed opportunities.

Content: Case Study | Authors: Rob Cross, Robert J. Thomas, Yaarit Silverstone | Source: “Outlook Journal (Accenture)” | Subjects: Knowledge Management, Organizational Behavior

Leaders aren’t good merely at decision making. In a multi-polar world, “CEO” also stands for “chief education officer.” A stumbling point for many organizations on a major change journey is that the top level of management has often moved on emotionally toward the new destination before many others have even started on the journey.

An effective CEO needs to step back and bring people along, to … [ Read more ]

Content: Quotation | Authors: Peter Cheese, Walter G. Gossage, Yaarit Silverstone | Source: “Outlook Journal (Accenture)” | Subjects: Change Management, Leadership, Management