[vc_row][vc_column][vc_column_text]Leadership eats culture. Culture does indeed eat strategy. However, leadership consumes culture, and no one is better equipped to undermine an organization’s efforts than individuals in leadership positions. According to Dan Denison, “it is tremendously alluring to sit at the top of a great worldwide firm and consider your strategic options.” The different impressions of…

[vc_row][vc_column][vc_column_text]Why and how do we Create a Strong Organisational Culture Now?  Culture prior to the pandemic  Before the COVID-19 pandemic, leaders could describe how they intended the culture to be, but they lacked confidence in their ability to foster a setting that mirrored that state. Back then, 70% of HR leaders were certain that they…

[vc_row][vc_column][vc_column_text] McKinsey defined capabilities as “crucial value-building elements or the hard and soft skills needed to help organizations reach—and sustain—their full potential.” We are aware that most businesses fall short of expectations when it comes to capabilities during enterprise-wide transformation initiatives. Most businesses understand the value of having a talented and dedicated team, yet many…

Business leaders must develop three competitive advantages for their organisations to thrive in this VUCA World: insights, commitment, and execution. With the Ukraine war, inflation, and the pandemic in recent years, we can all agree that we are already in the volatility age. There are two types of emerging business leaders according to McKinsey:  Leaders…

Organisational Capabilities Defined Harvard Business Review defines organisational capabilities as the “collective skills, abilities, and expertise of an organization—is the outcome of investments in staffing, training, compensation, communication, and other human resources areas”. Organisational capabilities develop when a business satisfies its employees’ combined talents and abilities.  Companies Focus on How To Build Organisational Capabilities According…

[vc_row][vc_column][vc_column_text]Nobody could have foreseen the talents required to succeed in today’s economy fifty years ago. Most changes were totally unexpected. For instance, the increase of rigorous quantitative skills in the financial, advertising and healthcare services. Moreover, the rapidly collapsing distinctions hard and soft skills was unpredictable. Punit Renjen, CEO of Deloitte Global, believes that a…