The Impact of Work Force Agility on Business Performance
Agility is an issue that is becoming more and more prominent in businesses across industries. While it is a common goal, its meaning can be somewhat ambiguous.
Agility is an issue that is becoming more and more prominent in businesses across industries. While it is a common goal, its meaning can be somewhat ambiguous.
Few firms innovate with any degree of consistency. Despite a significant body of in-depth analysis and academic research on the topic of technology innovation, most high-tech businesses are not particularly innovative, and numerous industry watchers and pundits wonder aloud how the truly innovative companies make it look so easy (for example, Burrows 2004; Economist 2007; Grossman 2005; Murphy 2008).
Half of individual contributors feel their jobs are stagnant. And 1 out of 3 just do their jobs, nothing more. All at a time when organizations can ill afford to have unproductive, poorly engaged individual contributors.
Seventy-five (75) percent of executives surveyed for the Global Leadership Forecast 2008|2009 identified improving or leveraging leadership talent as a top business priority.
From early in this century until a short while ago, the economic sea was calm. Organizations sailed through international waters in search of new business opportunities.
Like the cartoon character Wile E. Coyote, the world economy raced off a cliff of debt and for much of [2008] was left in mid-air, legs spinning madly.
In 2007, we issued a white paper about the New Reality, which characterized the contemporary North American workplace as one with shorter job tenures, changing generational values, a surplus of vacant positions and scarce talent.
A down economy paralyzing travel budgets and threatening event and trade show attendance. A marketing community in need of larger audiences and more leads. Event professionals under fire to produce critical ROI at all costs.
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