Resilient Businesses

Evolve Your Organisation's Culture

Culture is an output, not an input. Company culture is not mandate; it’s the result of many elements. – Forbes Councils

Shifting focus to customer and employee experience

The previous generation of businesses had a narrower focus on profit and performance. Now businesses need to expand the focus from revenue and costs, to include customer and employee experience. Are your employees empowered to make decisions that create value? Are you able to delight your customers?

Coping with increasingly complexity

Organisational culture has been evolving for centuries as people seek to work together better and deal with the increasing complexity of our world. Cultural transitions are complex, and superficial changes don’t achieve the desired impact. Are you clear on what is required to shift your business’s culture? Are you pulling the right levers?

Resilient Businesses

Hierarchical to Competency-Based Career Paths

Every digital transformation strategy must be supported by a digital skills plan

Align your talent plan to your business strategy

Investing in great technology and tools isn’t enough to position your organisation for the future. A lack of skills constrains the successful delivery of your strategy. In fact the digital strategy must be informed by the company’s capacity and capability. Are you you able to to link the organisation’s required capabilities to underlying digital competencies?

Design career paths of the future

From linear careers to dual-career paths for management and technical, we are moving to the matrix of competency-based career paths that support multi-disciplinary talent development. Are you able to design career paths that will attract scarce talent? Do your digital skills see a path for growth and recognition for their contribuiton?

Resilient Businesses

Shift to Continuous Performance Management

Performance management enforces organisational culture.

Moving from traditional to modern performance management

Traditional styles of performance management entail complex, one-sided, formal processes that occur too infrequently to add value. To effectively use performance management to drive the desired culture, it has to be a continous two-way conversation that seeks to build the individual. Does the cadence in how your work, provide for feedback integrated with work through retrospectives and regular debriefs? Are you seeing the growth impact of performance management?

Using feedback as a resource for employee engagement

As we seek to be able to quickly adapt to changing conditions, it becomes critical to be able to get data points and signals to inform the next steps. Feedback thus becomes an critical resource that is more powerful and impact when provided regularly, in the flow of work, as opposed to once or twice a year. Have you cultivated an environment of openess and constructive debate? Do you have the right tools to support continous performance tracking?