ViewsHub
Liz Fealy argues that the three characteristics of empathy, resilient flexibility and authenticity are crucial for how leaders should look to operate in the new working world.
Author: theloopeditor theloopeditor
“I’ve never seen a period of time that’s been so stressful for CEOs”
Kevin Cashman argues that leaders are shifting from an ‘executive’ to an ‘enterprise’ style of leadership as a result of the pandemic, and that getting the balance right between their businesses performing and transforming is crucial.
Agile Leadership for 2022 and the post-pandemic era
As 2021 drew to a close, many businesses reflected on another year that had been hugely influenced by the Coronavirus pandemic. How had their businesses been forced to change, and what changes would their organisations take forward into 2022 and the post-pandemic era? In particular, how/if leaders need to change their style of leadership to a more agile one to suit post-pandemic… Continue reading Agile Leadership for 2022 and the post-pandemic era
“Partly personality, partly ideology, and partly everybody defending their turf.”
Vince Cable, former UK Business Secretary, For the November edition of The Loop, we spoke to Sir Vince Cable, former leader of the Liberal Democrats from 2017 to 2019, and former Business Secretary in the UK’s Coalition Government of 2010 to 2015 argues that money in particular was crucial to interdepartmental disagreements, and that a strong presence at the heart of government would be a key factor in encouraging wider collaboration.
Organisational Silos and Productivity
For many businesses a key organisational goal is to ensure collaboration between their various teams to improve overall productivity. However, the separate nature of these teams, or silos, in themselves contribute to poor productivity and competitive decline. Leaders often find themselves having to balance the two.
Transitioning from Organisational ‘Silos’ to Super Teams
Our opinion this month comes from Shivani Maitra, Partner and Private Sector Leader for Human Capital at Deloitte UK. She argues the impact of siloed structures on organisations is threefold, and in order to overcome these issues businesses must start by shifting their focus away from output to outcomes.
“The challenge lies in the ability to measure a client’s experience with a business across many different touchpoints.”
Ryan Higginson argues existing solutions, while useful, struggle to bring together the many touchpoints found in B2B, and therein lies the key challenge for businesses when collecting feedback.
“B2B clients are starting to think like B2C customers.”
We spoke to CX expert Shep Hyken on B2B feedback, and how B2B clients are becoming more like B2C customers with their expectations.
Feedback in a B2B environment
Recent discussion has focused on measures such as Net Promoter Score (NPS) for B2B, arguing that the broad range of KPIs for businesses nowadays means that condensed measures are far less useful, with the example of NPS cited as “a very poor predictor of customer loyalty and customer satisfaction.”
Team objectives can help when you need collaborative behaviours and interconnectedness
We spoke to Jonny Gifford of the CIPD to discuss the changes that have taken place in performance management and whether there is still a place for any individual management in the workplace
