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组织转型

“过去的成功要素,未必能实现未来的成功” 是让企业领导人夜不能寐的一句警示语,尤其是在业务转型的情况下。而组织转型从积极角度直面解决这一问题:在认可过去成功的基础上,是时候考虑用不同的方式来领导团队和接受他人的领导了。

我们相信,任何成功转型都是一大领导力挑战。我们与您密切配合,从多个视角来探索组织转型。站在领导力角度来考察组织转型,我们可对贵司的集体心态和企业文化发挥影响。说到底,转型需要的是一个有意愿、有能力干创新这件苦差事的群体,我们认为这一切都始于领导力。

数字化、复杂性和不确定性无法单凭不同的技术和流程来解决,尽管技术和流程也属于解决方法之一。这需要集思广益、探索实验(有时也会失败)、以及在组织各层级协调配合的不同方式。这才是转型的真正挑战:怎样树立新的集体心态和调动榜样力量,让一切转型与变革成为“新常态”。

转型的核心是围绕个人、团队和管理集体的行动中所展现的领导力。亿康先达创立了一整套诊察工具和咨询方法,以对整个组织发挥系统性的影响力。我们的变革型领导力诊察工具让我们可以判明实际挑战有多大的改造作用 、以及怎样最妥善地规划和安排发展历程。而我们与Linda Hill(大规模创新领域的顶尖专家)联合创立的创新商数诊察工具(IQ),可揭示企业组织的创新意愿和能力,并评估其组织设计和协作模式。

与贵司的“同心圆”高管群体(以CEO为核心扩展到前300名高管)协同合作,我们与您一起制定转型历程的关键要素,以迅速发挥显著影响力。当新流程要求完成与业务高度相关的艰难任务时,组织的心态就开始发生改变。一旦组织认识到不仅是发生了“什么”改变,而且是“怎样”实现改变、“为何”要进行改变,那么转型势头就开始加快。

我们与全球诸多变革领导人的持续对话让我们可以构建相关工具和咨询业务团队来开启新的转型历程。我们充分发挥所合作的每位领导人的个人特质和企业组织的内在潜力,来释放转型力量。同时,我们在已经成熟的领导力发展咨询业务的基础上,帮助领导人发展为真正的变革型楷模。

同样,我们与客户共同打造转型历程,也让我们以独特方式来考察顶尖高管的转型需求。我们帮助各大企业的董事会和提名委员会来判明那些具备适合应对企业未来挑战的全套才能的CEO人选。由此形成了我们独一无二的CEO继任咨询业务。

对于高管团队,我们开发了特定诊察工具和工作形态,通过达成一致和建立信任来帮助其充分发挥潜力。基于我们的团队效能诊察框架,我们设计和促进团队脱产培训与持续辅导工作。

我们确信,组织发展是实现任何转型的关键要素。组织设计必须既与企业战略相一致、又成为竞争优势的源泉。合适的组织设计可促进企业与高管的团队协作、敏捷应变与业务成长。同样关键的因素还包括组织治理架构、决策流程和激励方案设计。
 

组织转型 Capabilities

Digital Transformation

We have been partnering with clients in the digital space since this era began, helping some of the most powerful disruptive forces find the talent and leadership skills they have needed to scale and grow.

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Culture of Innovation

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多元与包容文化

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