Blog Archives
Tracking Consumers Through Europe’s Debt Crisis
See on Scoop.it – Designing design thinking driven operations
Anger and anxiety will affect Europeans’ spending behavior well beyond the debt crisis, but the impact will vary by country.
See on www.bcgperspectives.com
Related articles
- MAAW’s Blog: Systems & Design Thinking: A Conceptual … (serve4impact.com)
- Stories of Change (designmind.frogdesign.com)
UXLX2012 User Research Hacks by nForm User Experience
Related articles
- Customer Experience as a Success Driver – Social media users demand real-time customer service – study (mycustomer.com)
- FIR Speakers and Speeches: Neville Hobson on Reputation Management at Internet Speed (nevillehobson.com)
- Assess Your Four Customer Experience Competencies (experiencematters.wordpress.com)
- Harvard Business: The Myths That Prevent Change (blogs.hbr.org)
Michele Marut’s Networking on the Introvert’s side of the Room
Scoop.it – Designing design thinking driven operations
These days, networking is essential. It’s how employers fill 70 percent of their job openings, and well-connected UX professionals earn higher incomes.
Photocredit: ironix)
Related articles
- An Introvert’s Guide to Networking (blogs.hbr.org)
Tieto’s Why Traditional Intranets Fail Today’s Knowledge Workers
Photocredit: 摄影女孩旅途之美
Related articles
- Why Traditional Intranets Fail Today’s Knowledge Workers (slideshare.net)
Talent Edge 2020 Redrafting talent strategies for the uneven recovery
Talent Edge 2020
Redrafting talent strategies for the uneven recovery
Despite a new wave of uncertainty, many leading companies are pressing forward and reshaping their talent strategies. Many executives foresee leadership shortages in the year ahead and are looking at programs to accelerate leadership development within their companies. At the same time, given the stalled economy, many companies are seeking new sources of growth and are tailoring talent plans to address differing regional needs to support effective talent strategies and business operations.
To help shed light on how companies are adjusting to the demands of today’s talent market, Deloitte launched Talent Edge 2020—a longitudinal survey series conducted in collaboration with Forbes Insights. This January 2012 edition of Talent Edge 2020, Talent Edge 2020: Redrafting talent strategies for the uneven recovery builds from the findings of two earlier studies: the first from a December 2010 report on executive attitudes and the second from an April 2011 report on global employee attitudes and talent concerns. The key findings include:
Companies are seeking new sources of growth in a stalled economy: When asked to rank their top strategic priorities, 38% of surveyed executives listed improving top- and bottom-line performance, followed by expanding into global and new markets at 33%.
Executives are looking to strengthen their leadership development pipelines and programs: Approximately one-third (30%) of executives surveyed ranked developing leaders and succession planning as today’s top talent priority—the highest of any response in the survey. A nearly equal percentage (29%) predicted it will likely remain the top talent concern over the next three years.
Organizations’ top three most pressing talent concerns in 2011
Click graph to enlarge
As talent demands go increasingly global, the pressure is building to create talent strategies that can both scale (for size and efficiency) and focus on regional markets: Surveyed Asia Pacific (APAC) executives face urgent needs, with significant shortages anticipated in research & development (R&D) (68%), operations (64%), and strategy and planning (62%). Survey participants in the Americas see executive leadership and operations as the main talent gaps (both 56%), while business leaders in the Europe, the Middle East, and Africa (EMEA) region are far less concerned about shortfalls in talent.
Corporate talent programs are falling short on performance and investment: Only 17% of executives surveyed believe their talent programs are “world-class across the board,” while 83% acknowledge that significant improvements need to be made. Executives who call their talent efforts “world-class” are more likely to report —by margins of 20 percentage points or more—that their companies are investing in these programs at a “high” level.
Photocredit: cocokashi-co
Related articles
- Deloitte | Is It Time to Abandon Budgeting (serve4impact.com)
How leaders kill meaning at work – McKinsey Quarterly – Governance – Leadership
Found at How leaders kill meaning at work – McKinsey Quarterly – Governance – Leadership.
As a senior executive, you may think you know what Job Number 1 is: developing a killer strategy. In fact, this is only Job 1a. You have a second, equally important task. Call it Job 1b: enabling the ongoing engagement and everyday progress of the people in the trenches of your organization who strive to execute that strategy
Read all at How leaders kill meaning at work – McKinsey Quarterly – Governance – Leadership.
Photocredit: barbora|mrazkova
Related articles
- The second economy – McKinsey Quarterly – Strategy – Growth (serve4impact.com)
Like this:
Redesigning Leadership: Design, Technology, Business + Life | The European Business Review
Found at Redesigning Leadership: Design, Technology, Business + Life | The European Business Review.
By John Maeda and Becky Bermont
There is a simple saying in Japanese that epitomizes the nature of striving for excellence, “Ue ni wa ue ga aru.” It translates as, “Above up, there is something even higher above up.” To me, it is an eloquent expression of not only an attainable goal in life, but also the nature of human ambition – of constantly wanting to become better.
Becoming better can take many forms. It is
Read all Redesigning Leadership: Design, Technology, Business + Life | The European Business Review
Photocredit: http://noseinabook.tumblr.com/
Related articles
- Leadership by design (serve4impact.com)
