gothamCulture’s team of organizational development and change management consultants aim to heighten the discussion of organizational culture, strategy and leadership with articles grounded in our own experience and expertise. Over the years, we’ve found that sometimes even the smallest nugget of insight can prove to be a hidden gem — providing fresh perspectives and new strategies for large-scale, productive transformation. We hope these articles serve as a resource for you in thinking about your own organization’s performance.
Today, social media and other digital platforms are allowing brands a unique opportunity to connect and communicate with their customers in a way to get their voices heard. Instead of simply talking at clients, businesses can now talk with them—which, as more millennials are becoming consumers, is the best way to connect and build authentic relationships with them. Because authentic relationships are becoming more important when interacting with your customers, social media helps to open the conversation and allows companies to actively engage and strengthen those professional relationships.
As most any business leader will tell you, change can be tough. Leading change in large, established organizations can be downright painful.
This shouldn’t be surprising. Well-established organizations have developed a certain level of cultural “inertia”—a certain way of doing things that have served them well for many years. And this may be all the more true in heavily regulated industries, like banking and finance.
Lean methodology is a common sense approach to increasing customer satisfaction, decreasing costs and improving the quality of products and services, concurrently. In order to accomplish this, organizations must create full transparency and be clear about what metrics matter to their overall performance. This sounds so easy and straightforward, so why aren’t we all doing it?
Unless you’ve been living under a rock for the last few years, you’ve probably noticed there are no shortage of applications out there offering relief from your people-related woes. These apps offer everything from employee engagement to company culture, to stakeholder communications and pulse surveying and peer feedback in order to solve a wide breadth of people-related challenges in your organization.
But, where to start? If you are a business leader who has taken on the task of trying to identify the right tools for your organization, you no doubt came to the realization that there are an endless number of app companies that want to pitch you.
There is a lot of talk lately about data, especially big data, and how it can be used to help organizations learn more about the people connected to them: employees and customers. The term data science gets tossed around casually, now that we have the tools and computing power to trivially handle these massive, often unstructured, data sets.
Luckily, in addition to the recent influx of interest, there are many established experts in this space who are helping to guide the conversation about how people data should, and should not be used, both from an ethical and practical standpoint.
In case you missed the memo (or the text, IM, emoji, slack, chat, ping, post, email or like), digital communication is a big deal, and it’s not going away. Digital has permeated our lives. And as newer generations continue to enter the workforce, these methods of communication are embedding themselves in the very fabric of our work experience.
The Government Accountability Office recently reported that the pilot program for the DATA Act, passed in 2014 to increase savings and transparency in federal spending, is still not up and running.
The pilot program had not yet specified a methodology or data to be collected, and its outcomes are unlikely to be scalable. To avoid missteps like these, federal agencies need a change management strategy that involves gathering evidence, meticulously outlining goals, and testing iteratively.
When Bill Sandbrook took over as CEO of U.S. Concrete (NASDAQ CM: USCR) in 2011, he stepped into an organization that was hobbling out of bankruptcy and struggling to turn itself around. What he didn’t realize was just how precarious the situation really was.
A graduate of the U.S. Military Academy at West Point, Sandbrook got his start as a leader in the cavalry, serving 13 years before leaving the service in 1992 to take a job with a building materials company.
The short answer is: Very collaborative.
Strategic planning requires hearing from all levels of the organization; leaders, managers, co-workers, and employees. And at the end of the day, key stakeholders have to agree on the final mission, vision, and a set of objectives to align around and track priorities. When more stakeholders have input into the plan, then they are more likely to drive the implementation. That’s why collaboration is critical.
But if it were that simple to be collaborative, everyone would be doing it. So why don’t we?
A global expansion can be a company’s greatest triumph or its most difficult period. Moving into new markets can mean increased reach and revenue. But if you focus too much on the big changes to your bottom line, you may end up with disgruntled employees working hard just to keep pace with this rapid growth.