Corporate learning is at a crossroads. Existing courses and facilities are nearing the end of their useful lives, and there are new learning approaches and technologies to…
Abstract
Corporate learning is at a crossroads. Existing courses and facilities are nearing the end of their useful lives, and there are new learning approaches and technologies to consider. A survey of the corporate learning plans and priorities of 69 organisations suggests there is widespread confusion and a lack of direction. Many courses are excessively general and fail to address particular requirements. The focus is overwhelmingly internal and on organisational needs. Individual aspirations and the requirements of customers and business partners are being overlooked. Existing information and knowledge are being shared, but training and development activities are contributing little to the creation and exploitation of new knowledge and intellectual capital. Opportunities for collaboration are being missed. In many companies training and development remain a cost although they could provide the basis for generating new income streams and become a significant business in their own right.
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Downsizing, cost‐cutting and re‐engineering are essentially negative activities. The emphasis is switching to revenue generation and value creation. Also, customers increasingly…
Abstract
Downsizing, cost‐cutting and re‐engineering are essentially negative activities. The emphasis is switching to revenue generation and value creation. Also, customers increasingly demand tailored solutions and expect more imaginative responses to their particular requirements. In short, more entrepreneurial approaches are required. There is scope for reconciling individual and corporate interests. Companies want to encourage, develop, release and retain entrepreneurial talent, while many aspiring and intending entrepreneurs could benefit from the support which corporations can provide. Although relevant tools are available, training and development professionals are failing to encourage enterprise, develop entrepreneurs and support new corporate ventures.
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As the emphasis switches from cost‐cutting and restructuring to revenue generation and value creation, the winning of business assumes greater importance. Although the skills…
Abstract
As the emphasis switches from cost‐cutting and restructuring to revenue generation and value creation, the winning of business assumes greater importance. Although the skills required to submit successful proposals and win bids, and the critical success factors for winning business in a growing number of sectors have now been identified, and relevant tools and techniques are available, the overwhelming majority of training and development professionals are failing to contribute to the winning of competitive business. An unprecedented opportunity exists for the training and development community to make a strategic contribution.
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The article is intended to share findings from an ongoing investigation undertaken by questionnaire survey, interview and in‐company observation into the leadership of performance…
Abstract
Purpose
The article is intended to share findings from an ongoing investigation undertaken by questionnaire survey, interview and in‐company observation into the leadership of performance improvement and corporate transformation.
Design/methodology/approach
The article examines and compares the approaches and behaviours of winning and losing boards.
Findings
Directors and boards of companies that succeed at managing change, competing and winning exhibit very different approaches
Practical implications
Trainers and developers need to understand the differing approaches of the boards of successful and struggling companies and encourage and help directors, both individually and collectively, to learn from, emulate and develop the approaches and behaviours of those boards that are successful in managing change, competing and winning.
Originality/value
The article highlights behaviours and approaches that trainers and developers need to encourage if directors and boards are to become more effective at managing change, competing and winning.
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Successful and unsuccessful companies adopt very different ways of managing change, competing and winning. Examining outcomes achieved enables the differing attitudes, approaches…
Abstract
Successful and unsuccessful companies adopt very different ways of managing change, competing and winning. Examining outcomes achieved enables the differing attitudes, approaches, behaviours and priorities of winners and losers to the integration of learning and working, partnering with consultants and business schools, operating in the international business environment and creating international learning networks to be compared. Learning, training and development activities and interventions should address the root causes of “losing” ways and focus upon, enable and support winning attitudes and approaches. Success is directly related to the number of critical success factors that are put in place. Hence, the payoff from activities that address them can be considerable.
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To share key findings about how to compete and win from the Leading Performance Improvement and Corporate Transformation Research Program.
Abstract
Purpose
To share key findings about how to compete and win from the Leading Performance Improvement and Corporate Transformation Research Program.
Design/methodology/approach
The research program compares the approaches of the most and least successful companies to identify critical success factors for competing and winning.
Findings
Most of the critical success factors are behavioral. The attitudes, approaches, perspectives and priorities of those who succeed ensure they win the battle to change, break free of past constraints, re‐invent and grow.
Practical implications
By presenting winning behaviors the article allows those in struggling companies to identify behaviors and approaches that might increase their prospects of success.
Originality/value
Gives guidance in terms of what to do to become a winner.
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Many contemporary approaches to talent management are unaffordable. This paper seeks to summarise some key findings of a five‐year investigation into quicker and more affordable…
Abstract
Purpose
Many contemporary approaches to talent management are unaffordable. This paper seeks to summarise some key findings of a five‐year investigation into quicker and more affordable routes to creating high performance organisations. It aims to suggest a practical and much more cost‐effective way of quickly achieving multiple corporate objectives and measurable benefits for both people and organisations is often being overlooked.
Design/methodology/approach
A programme of critical success factor, “issue” and other surveys was complemented with a five‐year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.
Findings
Recruiting exceptional people – even if affordable – can create a host of problems if they are not properly managed, which is often the case. Paying for talented people may make little sense for organisations that cannot harness or capture and share what they do differently. Talent needs to be relevant to what an organisation is seeking to do and critical success factors for excelling in key roles, and what top performers do differently in these areas captured and shared.
Research limitations/implications
Evaluations of performance management need to consider all the objectives that are beneficially impacted.
Practical implications
One can avoid certain general, expensive, time consuming and disruptive corporate programmes in an area such as talent management and adopt quick, focused, cost effective alternatives that generate large returns on investment, and quickly deliver multiple benefits for people and organisations. Performance support can enable average performers wherever they may be to excel at difficult jobs.
Social implications
A wider range of people can be helped to do difficult jobs.
Originality/value
The paper summarises the main findings of an investigation that has identified deficiencies of contemporary approaches to talent management, identifies an approach which if strategically adopted can enable relevant talent in terms of how to excel at key roles to be developed as and when required, and sets out the benefits of Talent Management 2, of which performance support is a central element.
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To share the key findings of continuing research programs into successful and unsuccessful approaches to managing change, business development, competing and winning.
Abstract
Purpose
To share the key findings of continuing research programs into successful and unsuccessful approaches to managing change, business development, competing and winning.
Design/methodology/approach
The underpinning research compares approaches adopted with outcomes achieved to identify critical success factors for key corporate activities such as winning business, building relationships, managing change and creating and exploiting know‐how.
Findings
The directors and boards of successful and unsuccessful companies behave in very different ways. Corporate performance depends primarily upon what boards actually do and how their members behave. Winning boards are distinguished by the attitudes and conduct of their members and the approaches they adopt. Corporate governance arrangements are often a symptom and consequence rather than a cause of board effectiveness.
Practical implications
The focus, priorities and preoccupations of many directors and boards need to change if they are to add more value to creating the future.
Originality/value
Provides an overview of the main differences between the behaviors of directors and boards of successful and unsuccessful companies.
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In some respects traditional leadership is not working. The two‐part paper summarises key findings of a five‐year investigation into quicker and more affordable routes to creating…
Abstract
Purpose
In some respects traditional leadership is not working. The two‐part paper summarises key findings of a five‐year investigation into quicker and more affordable routes to creating high performance organisations. The purpose of this paper is to identify some aspects of the “new leadership” that is required and how the strategic adoption of performance support can facilitate the changes required and deliver multiple objectives. This second part aims to consider implementation requirements.
Design/methodology/approach
A programme of critical success factor, “issue” and other surveys was complemented with a five year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.
Findings
“New leadership” is less about “top‐down” leading and more about providing “bottom‐up” support, particularly of those who contribute to key corporate objectives. It requires a different balance and focus in a number of areas and can be facilitated by the strategic adoption of performance support, which can deliver multiple benefits and offers a quicker and more affordable route to the high performance organisation.
Research limitations/implications
Further investigation is required of the implications of the findings for people and organisations.
Practical implications
A cheaper and more cost‐effective alternative to expensive, lengthy and disruptive change and transformation programmes has been demonstrated which can deliver essential elements of “new leadership”, boost performance, cut costs, reduce risks and stress, ensure compliance and generate high returns on investment. Despite its advantages the more widespread adoption of “new leadership” and performance support might require a re‐energising of corporate boards.
Social implications
There is potential for making difficult jobs easier and less stressful for many people.
Originality/value
The paper summarises the main findings of an investigation that has identified a requirement for “new leadership” and an approach, which, if strategically adopted, can facilitate its introduction. Important aspects of the shift of emphasis and focus required by “new leadership” are identified, along with the central contribution that performance support can make to its beneficial adoption.
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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00251749610106927. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00251749610106927. When citing the article, please cite: Stephen Drew, Colin Coulson-Thomas, (1996), “Transformation through teamwork: the path to the new organization?”, Management Decision, Vol. 34 Iss: 1, pp. 7 - 17.