The more we come out, the more change we can affect.
For me, motherhood has been about acknowledging my previous life while embracing a new one—as a human and as a leader.
With curiosity piquing as HR begins to reset, we lay out some possible alternatives leaders have when setting up or revisiting the HR operating model.
Egon Zehnder gathered Supply Chain leaders for a discussion about what Supply Chain leaders have learned from the pandemic thus far and what lies ahead for the function.
HR sees itself as separate from Digital Transformation. That is a problem, writes Egon Zehnder's Ian Bolin and Christian Rosen in HR Technologist.
Technology, new generations in the workforce and a greater emphasis on leadership is giving CHROs an opportunity to create a future-ready organization. But with great opportunity comes great challenges.
As companies harness technology and data to transform into more agile organizations, they must also transform their cultures to support this operating shift. It is nearly impossible to engage in any type of corporate transformation without taking culture into account. Much of the heavy lift in this culture shift rests on the shoulders of the Chief Human Resources Officer (CHRO).
At Egon Zehnder, we have worked with family businesses around the world since our founding in 1964. We interviewed scores of family executives to better understand their sources of success—as well as their pain points.
By this point, together with our client we have determined what degree of transformation is necessary in various dimensions and at different points within the company. A shared view among the management team of the level of transformation required (improvement, renewal or reinvention) and of the current state of the company at the start of the transformation is a fundamental prerequisite before setting the ball rolling.
By way of structure for our diagnosis, we take the five key dimensions that determine the success or failure of any transformation and examine them. As the transformation affects the entire system, the diagnosis invariably looks at three levels from the same perspective: the CEO, the management team and the organization as a whole.
It’s a simple truth that haunts many a corporate leader: “What made us successful in the past will not keep us competitive in the future.” Contributing to their restless nights is a growing awareness that, in complex and volatile environments, the future is no longer something that can be planned. So what must the nature of the long-term goals be with which they align the company?
Business thinker and best-selling author Frédéric Laloux explains his belief that the way organizations are run is outdated – and that the future is about self-management.
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