Today’s customers and markets are vastly different from five, let alone 10 years ago. The sheer pace of change, digital transformation and disruption of traditional models and markets are among the factors that are radically altering the world of enterprise. Leaders have to respond to them and ensure their organisations and workforces can adapt to these new demands more readily than competitors. And they need to ensure they have the agility to continually react and respond to the changes as their growth and bottom line depends on it.
This white paper sets out to show leaders some of the areas and issues they need to consider to ensure their organisations have the agility and adaptability to remain ahead of the curve and their competitors in the digital age.
The business world has witnessed dramatic change over recent years. Continued globalisation, accelerating technological development as well as fall-out from the global recession and instability in financial markets means organisations and entire sectors are operating in completely different environments than previously.
This white paper looks at how relevant and desirable your skills are perceived in the new world order, both in your current organisation and to those in the external market. For those who are considering a career transition or taking a step up, have you considered whether your capability in increasing value or decline?
Read our whitepaper to review the strategic career action in place, ready for that time when your ready to career transition.
Constant change and unpredictability in the business world over the past decade means that the only certainty for leaders is yet more uncertainty.
To help equip leaders to face future challenges, Rialto has embarked on a 10-year research project in which we invite participants to discuss the future capabilities and skillsets they think will be important based on experiences of current and future trends.
The research feeds into the Rialto Accelerated Leadership Index (RALI), which enables leaders to benchmark their capabilities and skillsets. This year over 250 leaders have contributed to the project.
In this white paper, we feedback findings around five key leadership capabilities that have emerged in our research.
In this white paper, Rialto examines four areas which we have identified as critical to organisational growth: enabling innovation; becoming customer-obsessed; forming strategic partnerships and alliances; and reskilling and upskilling the workforce with 21st Century skills.
The critical demands, increased pace of change and the landscape for modern leadership continue to change and therefore the requirements to succeed as an effective leader are constantly evolving. Digital disruption, the Fourth Industrial Revolution, evolving technologies like artificial intelligence, blockchain, the Internet of Things (IoT), machine learning and robotics are automating work and transforming the workplace and the role of leaders.
Every year, Rialto Consultancy tracks the capabilities, skills and experiences that future leaders will need to successfully lead businesses, through the Rialto Accelerated Leadership Index (RALI). This real-time benchmarking index continually collects data ensuring an accurate and up-to-date picture of current and in-demand leadership requirements.
The following report provides the latest update from RALI since our last publication in 2018. The data includes responses from more than 300 senior level individuals surveyed on the greatest challenges which lie ahead for them and their organisations and the consequential impact on the evolving leadership skillset required. From their responses, we have distilled seven future leadership skillsets which will be key for aspiring and accomplished leaders to acquire or build in 2019 and beyond.
Business leaders and their organisations will continue to face some tough times throughout 2018 and beyond. A great deal depends on them and a great deal will be demanded of them. To identify the key leadership challenges and the changing leadership profile, capabilities and attributes required to deal with them, Rialto surveyed attendees of its ongoing Leadership Lunch events which have been held for over a decade.
This white paper explores the findings which are based on the top five challenges that were identified as most critical to be successfully addressed to achieve future business success and the five personal leadership attributes that were deemed most important to take their organisations forward.
Successful collaborations drive the success, advancement, performance, and growth of organisations. However, only 8% of polled business leaders say their collaborations achieve outcomes on-time, on-cost, and on- benefit. This waste is the Cost of Collaboration, and comprises the needless costs associated with poor meetings, misalignment, rework, avoidable delay, secondary saviour projects, and the difference between what a group actually realises and the original stated aims.
The methodology that underpins our Augmented Intelligence-Consulting (AI-C) programmes was developed in response to the reoccurring question in business of why groups of intelligent, knowledgeable, and well-meaning professionals continue to fail so often to successfully form and work around a shared business imperative. The presence of a universal collaboration process to enable reliable, predictable, and efficient collaborations was the research hypothesis. What was found was a common gap in knowledge of how to facilitate a collaboration from identification of a new need to sustained positive impact. Beginning with identifying what needs to be discussed, in what sequence to have the discussions, through how to conduct them, collaboration leaders have until now used self-learned methods. AI-C’s research, applied to over three-hundred different collaborations in a myriad of industries and contexts, reframes the approach to leading a group endeavour that leads to project success faster, with greater alignment and with desired results.
What is personal branding? Why are digital personal brands more important than ever for both organisations and professional progression? How does ‘employee advocacy’ help organisations?
The number of UK CEOs expecting the global economy to improve over the coming year has more than doubled, according to PwC’s 21st annual CEO Survey.
More than one third of UK business chiefs (36 per cent) believe global economic growth will improve, compared to 17 per cent last year, the most confident they’ve been since 2015. Almost nine in 10 (88 per cent) UK CEOs are optimistic about their organisation’s growth prospects for the next 12 months.
Despite this level of confidence, business leaders cannot afford to be complacent though when it comes to putting their own strategies for growth in place. The pace of technological change is transforming and disrupting industries and leaders must identify where and how they can grow if they are to future-proof their organisations.
By the end of this year, at least 40% of organisations are predicted to have fully staffed digital leadership teams as opposed to a single digital transformation (DX) lead to accelerate their enterprise-wide DX initiatives.
The finding from IT market intelligence and advisory firm International Data Corporation (IDC) perhaps sends the clearest message yet that digital is finally being taken as seriously as it should be by the top tier.
Meanwhile, by 2020 IDC predicts 60% of all enterprises will have “fully articulated” an organisation-wide digital platform strategy and will be in the process of implementing that strategy.
