Discussions around having more women at the leadership table have gathered momentum as companies focus on fostering greater diversity and inclusion.
While Canada has seen a steady albeit slow growth in the advancement of women in business, diversity gaps are still prevalent at the board level
By highlighting key areas and identifying potential mitigation measures, Gerald provides patriarchs and matriarchs with a helpful starting point for recognizing and resolving conflict around succession.
The Truth about Returning To The Work Place Post Pandemic by: Gerald Pulvermacher, Ph.D. and Hartley Stern, MDDon't vacate your office space yet! How many of us have now heard or read ominous reports of the demise of commercial office space as we know it; that...
Psych testing should isn’t a game. regardless of how long they have been around and how many people have completed them, it can be downright dangerous to apply these in settings where the consequences can be life changing.
In this position paper, we review the known root causes of this disaster, including: governance, structural relationships within the broad health care system, funding (public and private), and human resources, all necessary but not sufficient to repair the deficiencies. We will emphasize what we believe are the most challenging but fundamental requirements for change: leadership and culture.
Peak performance and the likelihood of achieving growth toward full potential are rarely solely under the control of the individual doing the job. Instead, it is influenced by the institution in which they work. Determining the organizational position and identifying areas that may need to change requires asking some pointed questions. Are the right resources in place? Is the proper structure in place? Is the right leadership in place? Is the culture appropriate to allow strong performance?
Succession planning is akin to changing the car’s wheels while it’s hurtling down a highway at 100 miles an hour. The next generation needs to be brought up to speed, but business doesn’t stop because there’s a transition. Patriarchs need to be confident that if they’re going to hand over the keys to the kingdom, new leaders need to have what it takes to maintain momentum.
Transitioning a business from one generation to the next is no small task. Dips, setbacks and anxious moments are to be expected.
Before passing the baton, patriarchs need a sense of confidence that what they have built will be both sustained and grown.
There isn’t a “one size fits all” approach to effective succession planning of a family business. Understanding the ecosystem is key to aiding families in implementing a plan that fits their particular context. While business growth and sustainability are essential, the biggest concern expressed by patriarchs and matriarchs is avoiding unnecessary conflict that could tear a family apart.
There is a subtle but important difference between being agile and responsive versus reactive to unprecedented and sustained disruptive events. In addition to ensuring your organization has a robust long term strategy that speaks to a 3 year horizon, PulvermacherKennedy and Associates (PKA) recommend adopting a pandemic-fit agile approach to strategy. Reviewing and optimizing strategy at frequent intervals will enable your organization to mitigate emerging threats and harness ever evolving opportunities
Navigating COVID-19 Successfully By Adopting Both A Future-Focused And Real-Time Relevant Approach To Strategy
Futureproofing your organization, especially post COVID, is a team sport, requiring input from all players. Let’s look at three key focus areas for organizations seeking to adapt their strategy and position themselves for a successful present and future amid the pandemic.
Is COVID-19 An Opportunity To Study Effective Teamwork?The answer, of course, is a resounding yes! Like other previous existential crises facing humanity’s very existence, such as world wars and previous pandemics, COVID-19, which has been labelled “the invisible...
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