One of the most significant challenges of any growing company is to maintain the responsiveness and agility it had when it was a startup or a small company. This difficulty is especially acute when organizations grow into multinationals. With vastly greater numbers of employees and infinitely more complex operating structures, few are capable of preserving the operational speeds they had once reached as a smaller company. The software industry, which has faced this challenge for some time, conceived of continuous delivery, a way to keep your foot on the accelerator without the risk of damaging your firm.
Strategic management and Innovation
You have heard of time as wealth, an asset, a resource, and so on. But what about time as a currency? Have you ever thought about it in this way? That perhaps time is the most valuable currency that exists? And that we should carefully invest it in whatever is most important to us? Personal relationships, our professional lives, who knows what else? So, try to think about time management from this perspective: universally, we show that we like someone by spending more time with them – we “give” them a part of our time. Conversely, we punish people by depriving them of our company, of our time as a resource.
When it comes to consumers, time never stands still. After years and years spent debating the characteristics of generation Y and then on how to approach them, it is already time to meet the next set of customers, who have been designated by the last letter of the alphabet: generation Z. Who are they? Where do they live? What do they like? And, more importantly, how should your company relate to these new consumers?
Those of you who visit For-Managers on a regular basis must have realized that we have an uncompromising commitment to improving your management. We are continually introducing new tools, reflecting on aspects of skills management, showing the importance of enhancing IT management, and so on: for us, writing an article will only make sense if it can contribute to its operation on issues like these. With this thought, we will now talk about a management methodology that can be highly effective in improving your company’s processes. And this isn’t something we just came up with; it’s a tool that has been helping managers around the world for an impressive 70 years: the PDCA cycle.
Global trends in talent management are reshaping the workplace, the workforce, and work itself. After years of struggling to drive the engagement and retention of high-level professionals, improve leadership and build a meaningful culture, corporations have perceived the need to redesign their organizational models. To help companies and their leaders understand these changes, large consulting firms specializing in managing talent and human capital, such as Deloitte and McKinsey, have dedicated themselves to extensively researching the subject.
Everywhere we look, we see people in a state of constant apprehension. While we initially thought that technology would make our lives easier, the opposite seems to be happening. Instead of having more manageable lives, people are becoming even more stressed. After all, with the advent of instant communications, we are not only exposed to receiving messages 24/7 but also forced to respond to them. And when we have to do everything at the same time, we end up do nothing right at all.
Great, you’ve just been promoted to a supervisor’s position, and now it’s your job to lead a team – be it two or twenty people. It’s always been a goal of yours, a chance to better show your talent. But there’s a big question that remains: do you know how to lead a team? Leadership comes naturally to some, and others can learn it. If you harbor some doubts as to where to start, we’ll summarize here, in just three key words, what it means to be a leader.
If we were to list the evils that bedevil the world as we know it, stress would undoubtedly rank close to the top. This symptom of psychological suffering or tension, which arises during our day-to-day activities, whether for personal or for work-related reasons is a mark of the contemporary world in which we live out our days. The principal problem is that in the long run, stress can lead to burnout – defined as physical or mental exhaustion brought on by overwork. And then, everyone’s health is at risk: yours, that of your employees and, of course, that of your company. Yes: welcome (or not!) to work overload!
Do you often feel that you’re performing your tasks by rote, without thinking about them or questioning precisely what it is you are doing? Are you afraid to take a step outside of your routine, even if it could lead to exciting developments in your career? These are characteristics of people who are stuck in their comfort zone, a state in which professionals prefer to preserve themselves, keeping anxieties at a tolerable level and their performance at a stable, though not optimal, level.