Way back when (you pick your starting date), senior executives in companies had a simple goal: stability. Shareholders wanted predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered modest modifications to the strategic plan. Prices stayed in check; people stayed in their jobs; life was good.
Market transparency, labour mobility, global capital flows, and instantaneous communications have blown that scenario. In most industries — and in almost all companies, from giants on down — heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided: change. Successful companies develop “a culture that just keeps moving all the time”.
This presents most senior executives with an unfamiliar challenge. In major transformations, they and their advisors conventionally focus their attention on devising the best strategic and tactical plans. But to succeed, they also must have an intimate understanding of the human side of change management, the legal, the environmental and a number of others - the alignment of the company’s culture, values, people and behaviours — to allow change to happen effectively. Plans themselves do not capture value; value is realized only through the sustained, collective actions of all your staff.
No single methodology fits every company, but there is a set of practices, tools and techniques that can be adapted to a variety of situations. Upper Quartile have pulled together the better ones for you to use these include the Adaptability Index and E=MC2.
To find out how our unique approach could help your business move forward, choose from the following:
