. Once detached executives are starting to peer down through delegation layers and into the details to find out-of-date technologies, bureaucratized practices and process inefficiencies.
But, the reality is — employees are being asked to do more with less when they least have the capacity to do so. They can only make so many improvements in productivity and effectiveness, especially as organizations shift in response to rapidly changing conditions, when they’re confined to the same old processes and workflows.
You must rethink how work gets done and who does it to enable responses to disruptions and change. Failure to reevaluate these fundamentals will exhaust already taxed employees and make them less willing and able to stay engaged, while being productive through this crisis — and the next.Now that it’s not overshadowed by the pandemic, sustainability is once again a mainstream concern for CEOs., we surveyed more than 400 senior business leaders about their 2022-23 priorities.
That may be a relatively small portion, but this is the first time the category has ever cracked the top 10 and reflects a very significant increase in interest. Business leaders are now under pressure from customers, investors, regulators and employees to do more on environmental sustainability, and having aOrganizations find themselves with a unique challenge: Keeping the in-demand talent they have and finding the competitive talent they need, especially whenor staying flat.
To combat the tricky combination of an economic slowdown and the talent market squeeze, the best leaders will enact creative methods to acquire new skills and capabilities without hiring new full-time employees.