Evolving not to fall behind.
Cultural change cannot happen without leadership, and efforts to change culture are the crucible in which leadership is developed.
Leadership development and change management tend to be the top priorities of many organizations. Despite this, most organizations tend to fall short of their goals for both. One of the main reasons why organizations struggle is that they treat leadership development and change management as separate rather than interconnected challenges.
The definition of leadership itself has undergone a profound transformation in recent years: organizations that embrace today’s vision of shared, horizontal leadership have the opportunity to cultivate talent and get the most value from their teams.
Organizations that remain tied to the pyramidal or vertical view, on the other hand, tend to lose talent that can bring innovation and effectiveness. The resulting stagnation is already measurable in many industries and businesses.
According to a recently published leadership development benchmarking survey, 75 percent of organizations report that their leadership development programs are not very effective.
Ensuring a robust pipeline of appropriate leaders has proven to be a daunting task for many organizations of all sizes and in all sectors.
Organizations are facing tremendous change with the retirement boom, which will drain them of their intellectual capital and know-how.
To make matters worse, the labor market today sees talent in a strong position: phenomena such as the “Great Resignation” and the adoption of an opportunistic view of job mobility are costing organizations millions a year that are unable to retain talent and cultivate new leaders.
It is critical that those in leadership today are able to understand the new professional dynamics in order to retain and incentivize employees through internal company growth paths.
Our proposal is a coordinated approach to leadership development and change management that is both top-down and bottom-up.
The top-down part is aimed at imparting specific knowledge and skills to incumbent leaders so that they are able to motivate and nurture existing talent. As a consequence, it also provides emotional and social support to potential leaders by improving their relationship and communication with managers.
The bottom-up part of the integrated development and change process requires potential leaders throughout the organization to engage. Cultivating ownership in both small day-to-day actions and more macroscopic decisions allows the talent of emerging leaders to be enhanced and results and motivation to be boosted.
Our Leadership and Change Management process will help your team facilitate change and innovation and encourage the active participation of all members, ensuring the involvement of all necessary staff and overcoming the mental barriers that limit the creative and innovative process.
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Discover the stories of those who have already trusted us to guide them through the challenges and opportunities of change.
Stratega took part in the consultancy activities for a French newsprint paper manufacturer facing increased demand and operational uncertainties leading to potential losses and inefficiencies. Within a tight timeframe of less than a week, Stratega identified four key areas for improvement. As a result, the printing house achieved a remarkable 20% reduction in operational costs through improved efficiency and supply management.
This article discusses strategies to reduce manufacturing costs, including process optimization, efficiency improvement, and materials and services research.
Empowering others by delegating what another person can best perform by virtue of his or her own abilities, communicating effectively, and making complex decisions.
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