Understanding and overcoming resistance to change

Assortment optimization presents a complex challenge for retailers, as it depends on numerous decision factors. Changes in assortment can result in demand redistribution with multi-layered consequences. This complexity is even more pronounced for ...

A "radar chart" is proposed to visualize where the company needs to improve. It can also be used to support the discussion of any group of executives on the reasons for failure of most strategic initiatives; they may do that by assessing their own company against the six proposed required capabilities and by comparing notes with each other. The six required capabilities are: 1) Companies need to have a clear and well-communicated strategy, with clear and well-communicated strategic priorities, to which strategic initiatives contribute in a clear and well-communicated way. 2) Companies need to have a cadre of executives at different levels selected for their entrepreneurial and action-learning capabilities. 3) Companies need to understand and encourage action-learning and know how to plan execution accordingly. 4) Companies need to have an inclusive approach to execution. 5) Companies need to be serious about follow-through and see it as an essential part of action-learning. 6) Companies need to realize that, in the end, lack of respect for people, is a sure cause for execution failure. These capabilities are described at length in the book Smarter Execution, published by IMD (also available from Amazon UK). Learning objectives: This note is very effective to support a group discussion on the execution capabilities of a company. It can be used by a senior management team before they decide to launch strategic initiatives; it can be used as part of a kick-off workshop when launching a strategic initiative; or it can be used along the way during execution to identify and correct execution frustrations.

Master the five transitions to accelerate your career by reframing challenges, redefining relationships, and aligning your courage, identity, and energy.

Leaders must prioritize conflicts wisely. Are you choosing the right battles to fight? Use these questions and techniques to decide what’s truly worth challenging.

Leaders face multiple challenges in managing relationships every day – but fighting every battle can drain energy and disrupt the organization. Ask yourself the questions below to assess whether you’re tackling the right issues,, and explore techn...

Donald Trump has been called many things but his newest label – the great unifier of Europe – might just stick. That provocative notion may raise eyebrows in Brussels, Paris, or Berlin, but Mr Trump’s return could be the shock that finally compels...

Living in an age of geopolitical and economic uncertainty, people are quick to blame institutions and lose trust

Six ways to deal with difficult leaders who reject civility, empathy, and ethics. Merete Wedell-Wedellsborg offers smart strategies for managing these challenges.

Loh Chin Hua, CEO of Keppel, discusses how bold restructuring, strategic discipline, and a long-term vision transformed an industrial conglomerate into a global asset manager

When Tony Banet took up his new post as CEO of the North America division of Especia Hispania (the names were changed), he took over a team characterized by mistrust. There had been no CEO at for the previous six months. This management vacuum had...