222 Posts found for Source: Kearney

It has been proven time and again that single organizations cannot really maintain a focus on being extremely cost efficient, innovative, and customer centric simultaneously. Acknowledging this implies organizing in teams that are small enough to have a single core objective, which defines their culture and ways of working. 

It’s important to distinguish between:

• Delivery teams. These manage specific assets and resources via focused organizational and leadership

… [ Read more ]

Content: Quotation | Authors: Gillis Jonk, Johan C. Aurik | Source: Kearney | Subjects: Management, Organizational Behavior

The last century of organization design can be summarized as a mostly incomplete struggle to escape the productivity stronghold and adapt to doing everything equally well, from imagining future demand opportunities to delivering optimum value—plus everything in between.

Content: Quotation | Authors: Gillis Jonk, Johan C. Aurik | Source: Kearney | Subject: Organizational Behavior

Ronald Coase theorized that as transaction costs come down, so does the need for companies to keep all parts of their value chains in-house. Time has proven Coase right several times over: every company today not only outsources, insources, partners, platforms, co-brands, co-develops, co-innovates, and licenses like there is no tomorrow, every technology company and start-up aspires to provide its offerings on-demand or as-a-service.

As a result, … [ Read more ]

Content: Quotation | Authors: Gillis Jonk, Johan C. Aurik | Source: Kearney | Subjects: Management, Organizational Behavior

While organization design gives your company structure, governance mechanisms are the crucial means by which it functions. They can either hinder or facilitate progress. For the best results, governance should be designed in a way that makes things clear and simple across the entire organization.

The first question to ask (and one of the most difficult to answer) is: who is ultimately responsible for making decisions? … [ Read more ]

Content: Quotation | Authors: Adithi Raju, Hagen Götz Hastenteufel, Luca Spring, Sarah Helm | Source: Kearney | Subjects: Corporate Governance, Organizational Behavior

It is increasingly evident that analytics-informed decisions can solve challenges that HR traditionally faces across the employee life cycle in the organization, from recruitment to retirement. Let’s look at some of these challenges.

Content: Article | Source: Kearney | Subject: Human Resources

The current business landscape is being reshaped by disruptive technologies and an uncertain economic environment, prompting organizations to rethink their operations and ways of working. Factors such as higher turnover, remote work trends, and the need for upskilling and reskilling are putting pressure on HR departments. In response, HR leaders are developing innovative operating models that prioritize agility, proactive talent management, and innovation. These models … [ Read more ]

Content: Article | Authors: Cristhian Soto, Neeti Bhardwaj, Steven Berger, Vaishali Gupta | Source: Kearney | Subject: Human Resources

Learn more about the five core components of a resilient finance operating system and how this new lens enables your organization to focus on growth in the face of unexpected shocks—and drive organizational success.

Content: Article | Authors: Affan Mian, Christopher Napoli, Jeff Postma, Tawfik Jamjoum | Source: Kearney | Subject: Finance

If the time between the signing and close of M&A deals feels like it’s taking longer, it’s not just you. However, companies can use this time to their advantage. The M&A golden period provides an opportunity to prepare for the combination. In doing so, executives can better ensure a smooth transition and help the future entity be more successful.

Content: Article | Authors: Angus Hodgson, Han Liem, Pablo Morillo, Vincenzo Sposato | Source: Kearney | Subject: Mergers & Acquisitions

It’s common nowadays for companies to have a chief sustainability officer and team in place. This bundles the responsibility and often capabilities for sustainability-related topics in one place. 

But while establishing clearly defined responsibilities is key to kickstarting the road to sustainability, one function alone cannot drive every sustainability-related decision that needs to be taken, day in, day out, or manage all of the trade-offs required … [ Read more ]

Content: Quotation | Authors: Arndt Heinrich, Denis Huebner, Jannik Trapp, Maximilian Rauh | Source: Kearney | Subject: Social Responsibility (ESG)

Over the past 10 years, innovation has become a buzzword.

The use of the word has doubled during the earnings calls of S&P 500 firms and, according to the World Economic Forum, the top global corporate R&D spenders increased their investments in innovation by 10 percent in 2020. Yet, despite this frenetic activity, only 20 percent of CEOs believe their innovation investments generate value, according to … [ Read more ]

Authors: Nigel Andrade, Peter Munro, Viv Ronnebeck | Source: Kearney | Subject: Innovation

The leading companies are harnessing the power of data to lessen the impact of inflation on their business and maintain profit margins.

Content: Article | Authors: Cristobal Lowery, Jean-Paul Savelkoul, Remko de Bruijn, Roger van Engelen | Source: Kearney | Subjects: Finance, Operations

Most organizations are set up for productivity and predictability. However, in today’s environment, where volatility and opportunity reign, this seems counterintuitive at best.

As the saying goes, it’s hard to teach an old dog new tricks, even if you have the best leadership and capabilities at your disposal. But everything we are seeing today, along with certain shifts that we have been tracking for some years, … [ Read more ]

Content: Article | Authors: Gillis Jonk, Johan C. Aurik | Source: Kearney | Subject: Organizational Behavior

Corporate America continues to face a gender equity gap at its highest levels of leadership, especially for women and people of color.

Content: Article | Authors: Dominique Harris, Douglas Sandy MacKenzie, Kristen Robinson, Preethi Prasad | Source: Kearney | Subjects: Corporate Governance, Diversity, Human Resources

Organizations are shifting their focus to inclusion and equity in order to advance beyond the state in which the workforce is demographically diverse, but opportunities remain unequal and voices go unheard. In an inclusive work environment, employees feel included and valued as their authentic selves, actively engaged in the organization and recognized without judgment for their contributions. Equity means that systemic barriers and unfair advantages … [ Read more ]

Content: Quotation | Authors: Ira Gaberman, Neeti Bhardwaj, Steven Berger | Source: Kearney | Subjects: Diversity, Human Resources, Organizational Behavior

Over the past 10 years or so, “purpose” has become something of an organizational watchword. It’s everywhere—not least in the mission statements and brand identities of most major corporations. And in this era of stakeholder capitalism and pandemic soul-searching, purpose has evolved into a leadership imperative, a signal to those demanding action that the company can do business with this business, because it shares some … [ Read more ]

Content: Article | Authors: Abby Klanecky, Alex Liu, Bob Willen, Matt Lubelczyk | Source: Kearney | Subjects: Management, Organizational Behavior

This briefing explores what convenience truly means to consumers and the implications for brands seeking to embrace convenience as core to their DNA.

Content: Article | Author: Katie Thomas | Source: Kearney | Subject: Customer Related

As a new era of work emerges in a post-pandemic world, leaders must take proactive action to avoid undoing decades of progress toward diversity, equity, and inclusion.

Content: Article | Authors: Dominique Harris, Kimberly Fulton, Preethi Prasad | Source: Kearney | Subjects: Diversity, Human Resources, Organizational Behavior

Expertise is the starting point of any added value. It exists both individually and in teams, both centrally and locally. The key is to identify and then leverage it. Experts should be identified, recognized, and shared wherever they can add value. Some experts are so important that they should spend half their time answering direct requests. They should be mobile, in order to allow delivery … [ Read more ]

Content: Quotation | Authors: Charles-Etienne Bost, Eric Sauvage, Luca Olivari, Samuel Cazin | Source: Kearney | Subjects: Human Resources, Management

Companies are often unaware that they have trust issues. In our consulting work, we are frequently engaged to help solve strategic and operational challenges, but nine times out of ten lack of trust emerges as a driving factor of the challenges.

Content: Quotation | Authors: Charles-Etienne Bost, Eric Sauvage, Luca Olivari, Samuel Cazin | Source: Kearney | Subject: Organizational Behavior

Traditionally, time and money are invested in nurturing high performers or coaching low performers. But organizations actually get better results from improving the performance of the majority of employees—the average workers. The key is to identify the bright spots in the workforce (those “outliers” whose work exemplifies high performance), focus on what they do differently, and replicate it across the majority. We call this approach “Shifting … [ Read more ]

Content: Quotation | Author: Kristen Etheredge | Source: Kearney | Subjects: Human Resources, Management, Training & Development