Strategic Human Capital Insights

6 Issues Facing Leadership & Development

Posted by Joanne Flynn

 

This blog was co-authored by Joanne Flynn, Jim Bosserman and Debbie Gower.  This article brings together perspectives and research from three strategic performance and learning and development professionals.

What is the role of Learning & Development (L&D) in an organization’s growth and transformation?

What is the role of L&D in dealing with continuous change?

6 Key L&D Strategic Issues

Learning & Development is critical to an organization’s success. Although the “war for talent” focused attention and efforts on recruiting since the late 1990’s[1], the “war to develop talent”[2] recently emerged more prominently on CEO agendas. Why?  Concerns over talent shortages and skill gaps have created obvious obstacles to achieving business performance and transformation goals.

As a result, the investment and ROI to elevate organizational learning functions has become just as, if not more, important as “buying” talent through the recruiting function.

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Topics: Learning & Development, Organizational Alignment & Effectiveness

Leading for Organizational Agility, Resiliency and Effectiveness

Posted by Joanne Flynn


2 Leadership Milestones on The Upskilling Journey– A Personal Story

The background to this blog in Part II was off to a marketing conference to learn more about recent developments with our inbound marketing platform, new products and new functions.  This literal and figurative journey was overwhelming, to say the least.  Read Part I of this series for the full background.

 

Below are two issues that leaders must lead their people through on the individual upskilling journey. 

1. Knowledge Inadequacy and Emotional Angst

Leadership: Factor these feelings into the upskilling process.  To ignore this is unthinkable.  Proceed at your own risk!

Some people may look at all this new inbound marketing information and be excited. I face this new reality with trepidation.  I understand marketing, however, marketing technology is not as familiar to me.  I still classify myself as a beginner. These feelings do not inspire confidence. I have an admittedly low competence level with marketing technology tools.  I also recognize there is no denying or avoiding this new knowledge and skills reality. It’s here to stay.  To deny or avoid this new operating reality would create grave business consequences for my newly-launched business.  

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Topics: Organizational Alignment & Effectiveness

The Upskilling Experience: 5 Milestones on the Upskill Treadmill

Posted by Joanne Flynn


The Upskilling Experience: 5 Milestones on the Upskill Treadmill

 


What is upskilling?
 

Organizations face continuous change as the ‘new normal’. To meet these changing business demands, every person in the organization must critically look at their current knowledge levels and skills sets and measure them against the current and anticipated required task benchmarks.  The frustration for an individual and an organization is that as soon as you get the required knowledge and skill sets, it is very likely that the benchmark will shift once again.  It is often reflected in the statements, “I’m dancing as fast as I can” or the famous treadmill analogy, ”I’m running faster and faster just to stay in place.”

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Topics: Leadership, Organizational Alignment & Effectiveness

A Leader’s Journey through Operational Excellence Transformation

Posted by Joanne Flynn

This is a guest blog post from Krupal Parchure, one of the senior advisory team members of Phoenix Strategic Performance.  Krupal Parchure is the Founder and Managing Partner of MQuadrant and the lead of the India Virtual Delivery Center for Phoenix Strategic Performance. The India Virtual Delivery Center creates project deliverables around operational, commercial, and transformational excellence, remotely, via cutting-edge, online technologies; thereby significantly reducing consulting fees and minimizing change management and transformational risks. 

Every leader today faces business situations where they need to apply a variety of frameworks, tools, and systems for sustainable improvement of key performance metrics. The situations might range across multiple disciplines, such as manufacturing, sales & marketing, research & development, etc., but the need for leadership aptitude and discipline stays the same. It all begins from a company’s vision, which gets transformed into a strategy, and ultimately gets broken down into programs and projects. The industry specific issues, scale, and technicalities will differ based on within what ecosystem a leader is operating, such as a start up, or a large corporation, or local government; but the underlying principles and the business acumen required for the successful execution of operational excellence projects stays the same, for the most part.

Learn more about the typical journey of a corporate leader through an operational excellence transformation.

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Topics: Leadership, Organizational Alignment & Effectiveness

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