organizational (9)

8219694493?profile=originalTraditional Talent Management practices fail to meet the high-potential talent requirements imperative to compete in the digital world today.  In fact, they disappoint the key talent available in the market.

A 2016 Digital Business research by MIT Sloan Management Review and Deloitte on 3700+ executives reveals attracting and retaining talent as the most pressing concern for organizations large or small.  The study indicates that organizations that are still using traditional approaches to manage

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8028337099?profile=originalIn the wake of global pandemics when meeting face to face is not possible, it’s about facilitating workshops digitally, designing a formal agenda, and utilizing digital tools to ensure a productive virtual meeting.  Digital Collaboration Platforms have been pivotal in the current scenario.

As a matter of fact, Digital Collaboration platforms have become a new norm and have forever transformed business work environment.  Digital Facilitation tools are extensively used by facilitators, Change Manag

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Most organizations are unhealthy.  Only organizations that are recognized to be Resilient, Just-in-Time, and Military can be describedpic-1-Organizational-Behavioral-Issues-300x210.jpeg?profile=RESIZE_710x and relatively free from dysfunction.  Yet, only 27% of the responses gathered from the Org DNA Profiler showed a healthy profile.

The Org DNA Profiler is a short online self-assessment tool launched on December 9, 2003. It was used to measure an organization’s relative strength in 4 key areas, on the basis of individual employees’ responses to 19 questions. From

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Organizations can change over the years. Change may happen because that is what the customers expect or it is because the pic-1-Organizational-DNA-10-Core-Principles-300x202.jpeg?profile=RESIZE_710xorganization gets to have even the most coveted skills. Despite the changes, there are those that stay the same—the organization’s brand, its unique culture, and its shared lexicon. These are the underlying organizational and cultural design factors that define an organization’s personality. Metaphorically, these are called Organizational DNA. The Organizational DNA can indic

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As the last decisive step in customer service, a warehouse ensures cost effective distribution.  Latest technological innovation has turned warehousing into a competitive advantage.  It offers untapped potential for improvement. However, warehousing is a hugely neglected part of global supply chains.  There is inconsistency in picking, packing and shipping orders, storing receipts, and managing inventory and logistics operations.

These and the following roadblocks in the way of smooth warehousing

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The typical approach to improving productivity focuses on assessing variance in quality, time, rate, service, or cost, around which management systems develop incrementally or revolutionary.

Organizational Health Index, on the contrary, focuses on improving performance through improved alignment of organizational systems. For example, by improving competence of key components such as mindset, work design, technical expertise, or relationships; or through improving the interface between work proce

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Is Your Customer Strategy Really Robust?

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In these challenging times, it’s no longer enough to target a few, select purchasers and develop products for that clientele. The key ingredient that most leaders overlook while serving their clients is a thoughtful and planned Customer Strategy.

A robust Customer Strategy entails speaking the language of the customers, knowing how to anticipate their needs, working closely with them, and coming up with solutions to problems that have not been stated yet. This necessitates concentrating on develo

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How Do We Attain Management Excellence?

In their book In Search of Excellence, McKinsey consultants Tom Peters and Robert Waterman found 8 common themes which they argued were responsible for the success of 14 identified companies of “excellence.” The framework is known as the 8 Attributes of Management Excellence. The research and theorizing of this framework was based on the McKinsey 7-S Model, also authored by Peters and Waterman.

The 8 attributes are:

  • A Bias for Action
  • Close to the Customer
  • Autonomy and Entrepreneurship
  • Productivity th
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Aggregate Metrics need to be supplemented with Granular Metrics

The popular wisdom today is that the success of a business can be managed by focusing on several key top-line variables. While these averages are helpful, our research has shown that the true performance drivers can only be identified by de-averaged granular metrics. The challenge then is to isolate these detailed metrics, measure the concentrations of cost, revenue and profitability, and learn how to harness these underlying perform

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