Post by account_disabled on Jan 3, 2024 23:00:32 GMT -8
About revenue, cash flow and employee morale, these issues are just as concerning six months from now as they are in the short term. Interestingly, however, junior leaders are more concerned than senior managers about loss of capabilities and insufficient development of capabilities needed for future success. (See Employee Concerns About Current and Future Capabilities at the Organizational Level.) Why is this happening? Maybe top management is more focused on profits. Perhaps they are less adaptable to market changes that require new capabilities. We cannot draw firm conclusions, but the gap between perceptions at different levels of the organization is itself something leaders need to understand and pay attention to.
Finding Opportunities in Crisis For decades, many Western business leaders and politicians for crisis is made up of symbols representing danger and opportunity. While this is a convenient story in terms of motivation, in reality it's not. Mistranslations aside, the basic idea remains true: most crises create long-term opportunities and threats because they lead to rapid, sustained changes in an organization's external and internal Job Function Email List environments. This means that the crisis may bring opportunities to acquire competitors and suppliers, as well as top talent, for a fraction of the price they paid just a few months ago. However, taking advantage of these opportunities requires leaders to avoid being completely consumed by the short-term impact of the crisis and to be willing to take some investment risk in.
A challenging environment. When it comes to talent acquisition, there is no doubt that there are many opportunities. Organizations with fewer employees are three to seven times more concerned about job losses than organizations with more employees. The implications for leaders of small organizations are clear: They need to be hyper-aware of insecurities in their organizations. But for large businesses, the less obvious impacts are just as important. While there was a war for talent just a few months ago, the current sudden shifts and layoffs across industries mean new opportunities to recruit top talent. Related articles Smarter governance creates stronger cultures: Must-read books for ministries Strategically aligning with AI and intelligence Building a neurodiverse talent pipeline.
Finding Opportunities in Crisis For decades, many Western business leaders and politicians for crisis is made up of symbols representing danger and opportunity. While this is a convenient story in terms of motivation, in reality it's not. Mistranslations aside, the basic idea remains true: most crises create long-term opportunities and threats because they lead to rapid, sustained changes in an organization's external and internal Job Function Email List environments. This means that the crisis may bring opportunities to acquire competitors and suppliers, as well as top talent, for a fraction of the price they paid just a few months ago. However, taking advantage of these opportunities requires leaders to avoid being completely consumed by the short-term impact of the crisis and to be willing to take some investment risk in.
A challenging environment. When it comes to talent acquisition, there is no doubt that there are many opportunities. Organizations with fewer employees are three to seven times more concerned about job losses than organizations with more employees. The implications for leaders of small organizations are clear: They need to be hyper-aware of insecurities in their organizations. But for large businesses, the less obvious impacts are just as important. While there was a war for talent just a few months ago, the current sudden shifts and layoffs across industries mean new opportunities to recruit top talent. Related articles Smarter governance creates stronger cultures: Must-read books for ministries Strategically aligning with AI and intelligence Building a neurodiverse talent pipeline.