#organizational-strategy

#organizational-strategy

Businesses are rightly obsessed with productivity. This is the primary parameter of their profitability. And productivity, basically, is the product of three human-related factors: Individual abilities Motivation Knowledge Organizational and methodological factors could be mentioned, but they actually come down to knowledge. The methodology is only a factor of productivity insofar as it is known and controlled. To be complete, we should add a nonhuman factor: the work tool, whether robots or software.

Diversity, equity, and inclusion (DEI) has faced a lot of backlash recently. Once celebrated as a win-win solution that tackled systemic injustice and boosted business performance, DEI has become politicized and scrutinized within an inch of its life. As it was happening, those of us working to advance DEI didn't adjust as the ground shifted beneath our feet. DEI was recast as an anti-meritocratic overreach that prioritized identity over skills or qualifications.

In the nonprofit sector, independence can hinder progress. Loss of control and concerns about reputation can make nonprofits reluctant to partner, despite the benefits of collaboration.

According to a survey by HR Brain, only 10% of companies have a strategy to retain mature workers, despite the number of workers age 65 and older in the U.S. nearly quadrupling since the 1980s.

To future-proof LMSs, they must be repositioned and adapted to play a vital role as the bank vault for institutional capacity.

The idea that the CEO should shoulder all the responsibility for public representation is not only limiting but also neglects a critical element of modern leadership: the power of the collective influence of the entire executive team.

Cybersecurity is no longer just an IT concern; it's a fundamental aspect of any organization's strategy. Having a robust cybersecurity team is non-negotiable.