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In 2025, productivity isn't just a buzzword—it's becoming the defining factor between market leaders and followers. Recent data from Vistage reveals a striking reality: while most CEOs are investing in productivity initiatives, only 37% are seeing meaningful improvements. Yet, the companies that get it right are reaping extraordinary rewards: 72% report revenue growth and 63% see increased profitability. With rising economic uncertainties, including escalating tariffs and growing U.S. government deficits, waiting on the sidelines is no longer a viable strategy. The most successful organizations are taking decisive action now, focusing on four critical areas: strengthening employee engagement, accelerating workforce development, optimizing processes, and maximizing technology utilization. The question isn't whether to prioritize productivity—it's how quickly you can transform your operations to do more with less. While your competitors are already making these strategic shifts, every day of delay widens the performance gap. What steps is your organization taking to enhance productivity in 2025? If you would like to share this type of issue and others with a group of senior management peers, I and many other Vistage Chairs stand ready to make such an affiliation possible. #CEOLeadership #ExecutiveStrategy #CxOLife #CSuite #SeniorLeadership #ProductivityGrowth #BusinessStrategy2025 #CorporateExecution #ExecutiveSuccess #BusinessPerformance #OperationalExcellence #ExecutiveProductivity #LeadershipInnovation #CorporateTransformation #ProcessOptimization #ExecutiveDecisions #StrategicLeadership #CompetitiveAdvantage #CorporateResults #BusinessEfficiency #OrganizationalSuccess #ExecutiveManagement #BoardroomStrategy #LeadershipExcellence #SeniorExecutive

In today’s business landscape, businesses need to strive for organizational effectiveness to stay ahead of the game. In this guide, we’ll discuss organizational effectiveness in detail — what it means, why it’s important and strategies to measure and enhance it. 👉 https://bit.ly/4c1XwJZ Request a demo today to discover how ActivTrak can help you realize your organization’s full potential.

Organizations are realizing that they need to make critical adaptations to address changes in the economy and the workforce. Organizational Design is increasingly a lever for the transformation of their operations and many are using it to unlock enhanced agility, innovation, and productivity while also enhancing their attractiveness and brand as a workplace. Check out our article to read more!

Why Linking L&D with Business Strategy is Essential In today’s business environment, L&D isn’t just about upskilling - it’s a critical driver of an organization’s success. By aligning L&D initiatives with overarching business objectives, organizations can ensure that their workforce is equipped to meet future needs and support growth. Here’s why linking L&D with business strategy matters: * Direct Impact on Business Goals: when L&D is linked to strategic goals, initiatives can actively contribute to key priorities as well as innovation, customer satisfaction, and operational efficiency. * Enhanced Employee Engagement: morale and motivation is boosted when employees can see a direct connection between their own development and the organization’s success. * Agility in a Changing Landscape: aligning L&D initiatives with business strategy means that development evolves alongside the company so that emerging skill needs are addressed quickly. I can imagine what you are thinking right now, “okay, I buy into the importance of linking L&D with business strategy, but how can I do this quickly before the end of the year?” Consider conducting a skills gap analysis. How to conduct a skills gap analysis that is aligned to business goals: 1. Identify Critical Roles: determine the roles that drive your strategic business objectives and/or determine the roles that have been flagged as priorities for the upcoming year. 2. Define Required Skills: map out the skills that are needed for these roles to be successful now, as well as the skills that will be needed in the future. 3. Assess Current Skill Levels: use assessments, manager feedback, and manager interviews or focus groups, and self-evaluations to understand the current skill levels across these critical roles. 4. Identify Gaps and Prioritize: compare current skills against what’s needed and then prioritize which gaps you want to address based on immediate and future business needs. Use the attached template to help you plan and conduct a skills gap analysis. This will help you identify what programs you’ll need to develop that will aid in boosting organizational performance and future-proof your workforce.

The post: Harnessing Organization Network Analysis (ONA): Measure Workforce Performance and Optimize Strategies. This new article shares ideas on how Organization Network Analysis (ONA) can help leaders understand aspects of organizational performance and productivity and use the resulting insights to inform workplace strategies. ONA uses network science to visualize and analyze organizational communication flows, uncovering hidden patterns of collaboration, decision-making, and influence that traditional organizational charts don’t depict. While quantifiable data is crucial, understanding the human element of organizational networks is equally important. Check out the full article on BrianHeger.com to learn more about how ONA can revolutionize the way you approach workforce performance and strategy optimization. #ONA #workforceperformance #organizationalstrategy #DeloitteBlogCapitalH" View the HRM SKILLS Training Calendar for value-added workshops for all employees in organisations Visit hrmskills.sg #hrm #skills

The Evolution of People Function: Unlocking Service Excellence In service-oriented organizations, people are the heart and soul of the business. The ability to deliver exceptional customer experiences, drive revenue growth, and maintain a competitive edge is deeply reliant on the skills, knowledge, and engagement of employees. As a strategic partner, the People Function plays a pivotal role in driving service excellence and fostering business success. By leveraging data analytics, fostering innovation and inclusion, and nurturing future-ready leaders, the People Function maximizes the potential of employees and contributes to the organization's overall success. Key Implications for Service-Oriented Organizations with People Function Becoming a Strategic Partner: Talent Acquisition and Retention: Strategic workforce planning and talent management are essential for attracting and retaining top-tier talent. A well-designed recruitment process that aligns with organizational needs ensures that the best candidates are brought into the business, and a focus on retention helps maintain high levels of employee satisfaction and performance. Employee Engagement and Experience: A positive work environment, regular recognition, and opportunities for growth play a significant role in driving engagement and retention. Employees who feel valued and supported are more likely to contribute meaningfully to the success of the organization. Leadership Development: Effective leadership is crucial for fostering high-performing teams. Investing in leadership development programs equips leaders with the skills to motivate, guide, and inspire their teams, ensuring they align with the organization's service excellence goals. Data-Driven Decision Making: By utilizing data analytics, organizations can make informed decisions regarding workforce planning, development, and other People Function initiatives. Data can track key metrics such as employee performance, engagement, and turnover, helping the organization adapt and refine strategies accordingly. Through Strategic Partnership, the People Function: Enhances Customer Experiences: Engaged and skilled employees are more likely to provide exceptional customer service, leading to better customer experiences and greater satisfaction. Partners to Drive Revenue Growth: Effective talent management and leadership development contribute directly to organizational growth, as a motivated and skilled workforce can drive both innovation and performance. Maintains a Competitive Edge: By adopting innovative practices in talent management, employee engagement, and leadership, organizations can ensure they remain ahead of the competition, even in a rapidly changing business landscape. #Peoplefunction #Innovation #Leadershipdevelopment #Talentmanagement #Strategicpartner

Spot on. Digital transformations offer an opportunity to strengthen trust within the environment. New developments require a lot of commitment, so centering the people who work to connect each element is key to transformations remaining considerate at each process. #DigitalTransfomation #Leadership #Technology

Team engagement during a digital transformation is an important element of a seamless and successful transformation effort. This Forbes article breaks down 20 great and easily applicable strategies to ensure buy-in and support across every level of the company, including key ideas like: 👉 Centering Users: Successful digital overhaul relies on prioritising the needs and experiences of those using new systems. Tailoring transitions with user feedback at the core assures smoother adoption and relevance. 👉 Conducting Training: Education is crucial. Organising workshops and comprehensive training sessions equips your team with the necessary skills to employ new digital tools effectively. 👉 Communicating Vision and Benefits: Continuously communicating the intended outcomes and advantages of digital initiatives keeps the team aligned and motivated. Understanding the 'why' behind changes can drive collective effort toward achieving the goals. Thoughts on other compelling ways to keep a team engaged during a tech transition? Feel free to share! Read the full article here >> https://lnkd.in/eqkSVZZZ #DigitalTransformation

Critical Questions and Answers That a Management Consultant Considers: What are the core challenges the organization is facing? The organization is struggling with declining market share, inefficiencies in operations, and low employee engagement. What are the key objectives the organization aims to achieve? The organization aims to increase market share by 15% over the next year, improve operational efficiency by 20%. How effectively is the current strategy aligned with the organization’s goals? The current strategy lacks clear focus and alignment with the goals. What are the internal and external factors influencing the business? Internally, the business faces issues like outdated technology and siloed departments. Externally, it is influenced by increasing competition. How does the company’s culture impact its performance and change initiatives? The company’s culture is resistant to change, which hinders innovation and slows the adoption of new processes and technologies. What is the effectiveness of the current leadership and management practices? Leadership is well-intentioned but lacks the strategic vision and communication necessary to drive the organization forward. How are resources being allocated, and are they aligned with strategic priorities? Resources are not optimally allocated, with too much focus on less impactful projects and insufficient investment in areas that drive long-term growth. What metrics are being used to measure success, and are they appropriate? The current metrics are focused on short-term financial performance rather than long-term strategic objectives. How well is the organization adapting to market changes and industry trends? The organization is slow to adapt, lagging behind competitors who are more agile and responsive to market shifts. What are the potential risks and opportunities associated with proposed changes? Risks include potential disruption to operations and resistance from employees. However, there are significant opportunities for growth, cost savings, and increased market. How engaged and motivated are employees at all levels of the organization? Employee engagement is low, with many feeling disconnected from the company’s vision and unclear about their role in achieving organizational goals. What is the customer’s perception of the company’s products or services? Customers view the company’s products as reliable but outdated, with a need for more innovative and user-friendly offerings. How does the organization’s performance compare to its competitors? The organization is underperforming relative to key competitors, particularly in innovation and customer satisfaction. What systems and processes could be improved to enhance efficiency? There are significant inefficiencies in the supply chain and decision-making processes that could be streamlined through technology upgrades and process reengineering. #Critical #Questionsandanswersof #Management #Consultant