CHANGE TALK

At the beginning of 2023, McKinsey surveyed more than 2,500 business leaders around the world. The results went into the report on The State of the Organization 2023.

At the time, only half of the participating organizations said they were well prepared to anticipate and react to external shocks, and two-thirds saw their organization as overly complex and inefficient.

Tomorrow, we are celebrating a holiday in the U.S. that is uniquely anchored in gratitude and appreciation. When we express what we are thankful for, we typically refer to the wonderful things in our lives that we are enjoying right now.

The Organization Design Forum offered an insightful session on the of role AI in Organization Design last week.
 
The use of AI has become a central question in boardrooms and executive meetings. Evidently, companies must find ways of positioning themselves around AI as a new opportunity to innovate services and increase effectiveness. Why should the field of Organization Design, which typically assists companies in such efforts, be any different?

5 Steps for Creating Mindful & Adaptive “New Work” Strategies

 

For the last three years, companies have seen tremendous advantages in staying remote or hybrid. Cost benefits and increased flexibility for employees seemed to speak a clear language: Remote or hybrid work models pay off. However, over the last 6-12 months, many companies decided to return to the office oftentimes via a company-wide mandate. In 2022, merely 31% of US businesses functioned on-site. That included those unable to operate remotely due to the nature of their work (e.g., factories or retail). In 2023, this figure jumped to 50%.

A recent Forbes Counsel article discusses some of the biggest challenges tech leaders are currently facing and how they intend to tackle them. 4 out of 20 leaders thought that it was crucial to responsibly integrate AI in business or utilize it to optimize workflows. 2 thought that workforce planning and combatting burn-out were top on the list.

 

The remaining 12 answers circled – one way or another – around team process and effectiveness, especially in light of the consistently changing work circumstances.

The pandemic has magnified one of the most prominent difficulties leaders face during volatile times. Despite insufficient information, executives must make deeply consequential decisions, often on the spot.

The Covid-19 pandemic has hit us in our core like no other crisis in modern history. From one moment to the next life as we knew it has changed in ways that we could not fathom.

Do you remember the first weeks of the Covid-19 lockdown? People were scared, shocked and, above all, bored. This has been one of the many painful sides of the pandemic. From another angle, however, it was quite a surprising explosion of creativity.

People who are more resilient are less likely to give up when they experience failure. They are willing to take more risks to succeed. They are more persistent and optimistic about their chances of success.  

According to research  from a 2017 corporate longevity index, the average life span of S&P 500 companies has dropped from almost 60 years on average in the 1950s to an average now of less than 20 years.