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CEOs and their Boards have a broader understanding of how culture leads to better performance. The question is do they have an in-depth hold of their own culture and how does that impact performance? Or do they know the impact of same if they poorly manage culture? When it comes
In the last two months, I have worked on a few papers and tasks and have abundantly seen how the non-profit sector has begun to repurpose its language around change. Words such as ‘systemic change’, ‘transformational change’, ‘systemic complexity’, ‘uncertainty’, and ‘pathways’, are finding resonance in the non-profit sectors to
In my combined 5 years of experience serving on the global boards of ACMP and IAF value creation happens when culture is well-aligned to business strategy and it gets the full backing and support of top leadership with the aim to reduce business risk. And yet according to EY’s Global
As organizations face ongoing instability and disruptions increasing pressure has been mounted on leaders to be accountable and respond to these rapid changes. Traditionally, Boards and Top Teams are not primed on an ongoing basis to address unexpected market disruptions, and this is seen in how boards, management, and employees
Professional service firms and consultants have long struggled to present a simple way of saying that when clients invest in cultural transformation initiatives it leads to direct increased financial performance. The truth is there are cultural proxies one can use to determine how an increased organizational culture is a fundamental
“Change” is a uncomfortable terrain for many business leaders and organisations. The uneasiness of change is often rooted in a feeling of being unable to make a successful transition. Yet, as we all know, change is part of life and work. If you’re reading this article, you’re probably a person
