Putting META into Action

How do elite companies set themselves apart from competitors? A multiyear research effort by Heidrick & Struggles identified acceleration—or the ability to reduce time to value by building and changing momentum more quickly than competitors do—as a competitive game-changer. Acceleration, in turn, requires a focus on mobilizing, transforming, and executing with agility—or “META.”

(Podcast) Accelerating performance in complexity with Colin Price

Colin Price joined Dawna Jones of Decision Insights for Innovative Change on her Insight to Action Business Innovators Podcast, for a conversation about:

  • The shift from linear thinking to working with complexity,

  • How recent political events like Brexit and the election of Trump can be understood by recognizing increased complexity,

  • Why complexity cannot be oversimplified,

  • Why middle managers are resistant to change,

  • Why high performing companies have a reduced management layer and what that means to organizational leaders explaining that to the managers affected by cost reduction realities,

  • Why accelerating doesn’t mean doing the same things but faster,

  • How complacency is created and what to do about it,

  • What top performing leaders do better,

  • The role of humility,

  • 3 things companies can do to keep pace.

From Davos to DC: Top teams face universal challenges

Top teams and leadership are squarely in the spotlight this week, with the combination of the World Economic Forum Annual Meeting in Davos, Switzerland and the continued confirmation hearings for the US president-elect's incoming cabinet in Washington, DC. At a glance, the two expressions of leadership might seem entirely different. Yet as I've met with various business leaders and joined in the hallway conversations at this year's World Economic Forum event, I've been struck by the similarities. Indeed, the challenges of top teams appear universal.

Want to be a better leader? Start following the data.

While gathering and stdying big data has been a trend for some years now, many organizations have been ignoring an obvious target for analysis: themselves. Businesses use big data to detect how customers (and competitors) are behaving, how economic trends are unfolding, and so on. But they generally don't apply the same sort of analytical horsepower to their own performance and how they manage themselves, their leaders, their teams, or their strategies.

Accelerating Performance Through Culture Change: Lessons from the Banking Industry

Almost everyone acknowledges that banks and financial-services firms must change their culture if they are to regain the trust they have lost over the past several years. But progress across the industry has been uneven. The majority of banks are talking about culture change, and some have embarked on it tentatively. But only a few are unlocking its full potential; not simply to minimize bad conduct, but also to enable their business to flourish and gain competitive advantage. Here is how they are doing it and what other banks can learn from them.

Accelerating Performance in Teams

The ability of an organization to accelerate its performance — in other words, to build and change momentum to get results more quickly than its competitors — is critically dependent on its teams at every level. Most organizations, however, fail to sufficiently consider the performance of teams when seeking performance improvements overall. Indeed, the vast majority of management research on organizations focuses on either the whole organism or the individual leader; the team is forgotten. 

Accelerating Performance White Paper

In the face of disruption within today's global operating environments, many institutions are failing to keep up with changes. Sometimes they very visibly fail to react to a changing world, and sometimes they just fade away. Based on many years of research, supplemented by a major study for this report, we have found that organizational success requires acceleration. This doesn't mean a relentless push for speed in every part of an organization. What it does mean is a careful analysis that leads to removing certain drag factors while taking other steps that will drive progress in the key areas that accelerate overall performance.