C-Suite Intelligence 30th September

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TOP INSIGHT



Six problem-solving mindsets for very uncertain times

McKinsey & Company

Great problem solvers learn to adopt an open and curious mindset, and adhere to a systematic process for solving problems. Six mutually reinforcing approaches underly their success:

  1. Being ever-curious about every element of a problem.
  2. Being imperfectionists, with a high tolerance for ambiguity.
  3. Having a “dragonfly eye” view of the world, to see through multiple lenses.
  4. Pursuing occurrent behaviour and experimenting relentlessly.
  5. Tapping into the collective intelligence, acknowledging that the smartest people are not in the room.
  6. Practicing “show and tell” because storytelling begets action.

​​​​FURTHER INSIGHTS


Five strategies for a human-first approach to crisis recovery

Deloitte

Resilient business leaders grasp the importance of bringing empathy and a human touch to their interactions with customers, even if those interactions don’t happen in person. They understand the need to accelerate digital transformation and the role digital tools can play in creating closer connections with customers.

But resilient leaders also realise that the moves they make today are just the starting point. They seek creative, flexible solutions and look beyond traditional methods, strategies, and collaborations.

Most important, they seek business strategies that can help the organisation and its customers navigate uncertainty and change together - and emerge stronger when the current crisis has passed.

 

Back to work? Post-COVID-19 remote working research update

L.E.K

This research study looks at latest employee and employer attitudes to working from home.

Many employers and workers have realised that remote working is more effective than they expected, at least for specific roles. But some employers would prefer selected workers to return to the office, some of whom are unwilling to do so. The research shows:
  • A wide range of approaches to remote working being taken by employers, from the strictly temporary to the radically permanent.
  • It is evident that COVID-19 has had a profound and long-lasting impact on remote working, and that fully “back to normal” is very unlikely, even in the medium to long term.
  • Early evidence suggests at least somewhat of a clash between workers’ and employers’ preferences for working patterns.
  • Mixed working models are likely to be most appropriate, productive and profitable for most firms.

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