Archive for category: Future Shape of the Winner

Is your enterprise too reliant on a rear-view mirror?

Is your enterprise too reliant on a rear-view mirror?

The speed of competition means we need to do more than look in our review mirror to assess competitive threats. Proactive assessment of changes in power amongst our suppliers & buyers, potential substitute products and new entrants, the competitive rivalry and changes in complementary products and regulation is a basis for improved enterprise agility.

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How do your Corporate Values and your People influence your Strategic Direction?

How do your Corporate Values and your People influence your Strategic Direction?

  How much consideration do you give to corporate values as a leadership team? Develops its ambition for your Enterprise?  Sets corporate direction and incentivises the performance necessary?        The recent Employee Outlook report produced by the Chartered Institute of Personnel and Development (CIPD) suggests that 40% of employees […]

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Using “Perishable” Information in Big Data Sets

Using “Perishable” Information in Big Data Sets

  How can your enterprise secure value from the increasing amounts of data that is being collected through an ever increasing numbers of sensors, stored, analysed and interrogated by ever more sophisticated systems? My strong sense is to stick to foundation principals and start by asking how you can improve […]

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Compensation for Executive Superstarts

Compensation for Executive Superstarts

Do you use: Benchmark compensation data to set senior executive compensation?  Consider the enterprise’s performance and shareholder return relative to comparable companies? Data on your Senior Executive’s compensation in past years and compensation data across the enterprise? Recently published research by by Charles M. Elson and Craig K. Ferrere of […]

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Setting Strategic Direction

Setting Strategic Direction

  How is Strategic Direction set in your organisation? The short time horizons in some enterprises – not least where tenure in the C suite is short and the primary focus is on meeting analyst’s expectations for the quarter – reduces the attraction of classical strategic planning. Nevertheless I believe […]

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Using Social Media to Improve Change Initiatives

Using Social Media to Improve Change Initiatives

As I reflected on the recent attention being given to being agile – on the basis that volatility has become a way of life (for example Accenture’s Outlook and the McKinsey’s Quarterly), the ever increasing competitive rivalry and strict financial controls, I revisited some of the change management literature and […]

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The Voices of your Employees

The Voices of your Employees

  The latest “Voice and Value” event at the London School of Economics highlighted the research that Employee Voice as a key driver of employee engagement and performance and that this is being reflected by the topic moving up the leadership agenda. To reinforce the former, The Chartered Institute of […]

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Extending Risk Management to Social Media

Extending Risk Management to Social Media

  Do your Corporate Governance processes include management of the risks associated with Social Media – for example: damage to brand reputation, potentially inappropriate release of confidential information or contravention of Legal / regulatory / compliance obligations?       An Altimeter Group report (http://www.slideshare.net/Altimeter/guarding-the-social-gates-the-imperative-for-social-media-risk-management?utm_source=Email&utm_medium=Alert&utm_campaign=B12&utm_content=2012-08-22) has highlighted a gap in […]

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Data – Getting to Grips with the numbers

Data – Getting to Grips with the numbers

Three Questions: 1.         How many people in your enterprise use data well to extract real insights that help them / you make better decisions? 2.         Are analytical skills concentrated in a small sub set of your people? 3.         Do you have a reliable central depository of data / information or is management discussion […]

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Talent Considerations

Talent Considerations

  The premium placed on tight management of discretionary expenditure during our prolonged period of tough economic conditions has made investment in staff a courageous decision in many enterprises – be it the cost of recruiting new staff the development of existing staff or indeed succession planning.     As […]

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