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In this Issue
Mosaic enjoys a "Range of Grange"
Articles:
- Feature Article: The Secrets to Successful Strategy Execution
- How the Best of the Best get Better and Better
- Make Your Company a Talent Factory
Top Candidates
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The Secrets to Successful
Strategy Execution
Research shows that
enterprises fail at execution because they go straight to structural
reorganisation and neglect the most powerful drivers of effectiveness-decision
rights and information flow.
A brilliant strategy, blockbuster product, or breakthrough technology
can put you on the competitive map, but only solid execution can
keep you there. You have to be able to deliver on your intent. Unfortunately,
the majority of companies aren't very good at it, by their own admission.
Execution is the result of thousands of decisions made every day
by employees acting according to the information they have and their
own self-interest. In our work helping more than 250 companies learn
to execute more effectively, we've identified four fundamental building
blocks executives can use to influence those actions-clarifying
decision rights, designing information flows, aligning motivators,
and making changes to structure.
In efforts to improve performance, most organisations go right to
structural measures because moving lines around the org chart seems
the most obvious solution and the changes are visible and concrete.
Such steps generally reap some short-term efficiencies quickly, but
in so doing address only the symptoms of dysfunction, not its root
causes. Several years later, companies usually end up in the same
place they started. Structural change can and should be part of the
path to improved execution, but it's best to think of it as the capstone,
not the cornerstone, of any organisational transformation. In fact,
our research shows that actions having to do with decision rights
and information are far more important-about twice as effective-as
improvements made to the other two building blocks.
Source: Harvard Business Review, January 2008
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How the Best of the Best get Better and Better
Compete only with yourself, demand relentless feedback, and don't forget to celebrate, says this sports psychologist and executive coach.
Until 1954, most people believed that a human being was incapable of running a mile in less than four minutes. But that very year, English miler Roger Bannister proved them wrong.
"Doctors and scientists said that breaking the four-minute mile was impossible, that one would die in the attempt," Bannister is reported to have said afterward. "Thus, when I got up from the track after collapsing at the finish line, I figured I was dead." Which goes to show that in sports, as in business, the main obstacle to achieving "the impossible" may be a self-limiting mind-set.
As a sports psychologist, I spent much of my career as a consultant to Olympic and world champions in rowing, swimming, squash, track and field, sailing, trampolining, and judo. Then in 1995, I teamed up with Olympic gold medal swimmer Adrian Moorhouse to start Lane4, a firm that has been bringing the lessons from elite athletic performance to Fortune 500 and FTSE 100 companies, with the help of other world-class athletes such as Greg Searle, Alison Mowbray, and Tom Murray. Sport is not business, of course, but the parallels are striking. In both worlds, elite performers are not born but made. Obviously, star athletes must have some innate, natural ability-coordination, physical flexibility, anatomical capacities-just as successful senior executives need to be able to think strategically and relate to people. But the real key to excellence in both sports and business is not the ability to swim fast or do quantitative analyses quickly in your head; rather, it is mental toughness.
Source: Harvard Business Review, January 2008
Make Your Company a Talent Factory
Stop losing out on lucrative business opportunities because you don't have the talent to develop them.
Despite the great sums of money companies dedicate to talent management systems, many still struggle to fill key positions-limiting their potential for growth in the process. Virtually all the human resource executives in the authors' 2005 survey of 40 companies around the world said that their pipeline of high-potential employees was insufficient to fill strategic management roles.
The survey revealed two primary reasons for this. First, the formal procedures for identifying and developing next-generation leaders have fallen out of sync with what companies need to grow or expand into new markets. To save money, for example, some firms have eliminated positions that would expose high-potential employees to a broad range of problems, thus sacrificing future development opportunities that would far outweigh any initial savings from the job cuts. Second, HR executives often have trouble keeping top leaders' attention on talent issues, despite those leaders' vigorous assertions that obtaining and keeping the best people is a major priority. If passion for that objective doesn't start at the top and infuse the culture, say the authors, talent management can easily deteriorate into the management of bureaucratic routines.
Yet there are companies that can face the future with confidence. These firms don't just manage talent, they build talent factories. The authors describe the experiences of two such corporations-consumer products icon Procter & Gamble and financial services giant HSBC Group-that figured out how to develop and retain key employees and fill positions quickly to meet evolving business needs. Though each company approached talent management from a different direction, they both maintained a twin focus on functionality (rigorous talent processes that support strategic and cultural objectives) and vitality (management's emotional commitment, which is reflected in daily actions).
Source: Harvard Business Review, January 2008
If you would like the full executive summary or further information
on any of the articles supplied in this newsletter, please contact
Mandy Baker on: info@mosaicrecruitment.com.au
or Ph: (03) 9243 2333.
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Customer Service
This professionally presented and dynamic candidate is looking for an opportunity within customer service. With a Distinction in the Toastmasters High Performance Leadership Program and over 10 years customer service experience this results driven accomplished professional has experience in Telecommunications, Media, Legal and Compliance Sectors. Also bringing a "can-do" attitude this candidate is the right fit for your team.
For further information please contact Suzanne Gray:
ph: (07) 3112 4400
e: sgray@mosaicrecruitment.com.au
Human Resources
This candidate has a unique combination of national and state wide Learning and Development roles at a strategic level, senior operational managerial experience managing and exceeding a 6 million dollar budget, as well as large scale organisational change project management experience. All of these combined enable them to develop authentic business cases for OD, L&D and HR programs that do make a quantifiable difference in both organisational capability and return on investment.
For further information please contact Tracey Swan:
ph: (07) 3112 4400
e: tswan@mosaicrecruitment.com.au
To view our extensive
list of top candidates please click here for executive
/ professional
/ business
support.
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Mosaic enjoys a "Range
of Grange"
Mosaic staff - Tanya
Bell, Susan Gray and clients.
To celebrate the fantastic
achievement of becoming a carbon neutral certified company, Mosaic held
three client events in Melbourne, Sydney and Brisbane during August.
Guests were invited to enjoy a unique tasting of some great Australian
wines including the iconic Penfolds Grange Hermitage.
Founder and Chairman of Clean Up Australia and Clean Up the World, Ian
Kiernan AO and Chairman of SKILLED Group, Ken Loughnan AO attended the
events as guest speakers and spoke very highly of Mosaic and Green and
Green Recrutiment's certification initiative to become one of Australia's
first Carbon Neutral Accredited Recruitment Companies.
The launches were a fantastic success attracting over 300 clients and
potential clients over the three nights.
Bruce Bayley - SKILLED Group Commercial Services COO and
clients.
SKILLED Group Chairman
- Ken Loughnan AO and guests.
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