Moving between centralization and decentralization is common in most organizations. It’s one of the common recurring complex problems or at least a symptom of a complex recurring problem. One way or another, it feels that swinging between those two creates less positive outcomes than what the change was expected to achieve. Finding the right balance …
The increasing complexity of the business world, mainly driven by the increase of competition and technologies, forces organizations to leverage innovation. In fact, a recent McKinsey study shows that 80% of CEOs think that their current business model is at risk (https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/how-we-help-clients/growth-and-innovation). The research also shows that only 6% of executives are satisfied with the …
Change management is the discipline that guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success and outcomes (https://www.prosci.com/resources/articles/what-is-change-management). For 20 years, the minimum failure rate of change management projects is 70%! Change management is one of the classical examples for a complex problem that people try to (unsuccessfully) resolve with problem-solving methods, …
Recruiting and retaining talent are probably two good examples of how the lack of agility in organizations prevents them from reaching targets that they put for themselves. Organizations are built from people, and therefore they are in a continuous chase after best talent that fits the organization culture. This is one of the many competition on scarce resources …
The pursue after efficiency created shared services functions in most organizations. After all shared functions like IT, HR, financial, legal and other needed by any business units. Providing them from a central group that should serve all other business units makes a lot of financial sense. In reality, the concept of those departments is moving more …