The digital revolution, increased media and public scrutiny, economic and regulatory uncertainty, the sustainability movement and the changing expectations of shareholders and stakeholders have created a tough – some would say unprecedented – set of challenges for organisations.
To succeed in the new environment, organisations need to develop strategic change programmes – and to implement them effectively. They need leaders and managers who are capable of taking organisations beyond business as usual – to new ways of thinking and behaving, new models.
But there’s a critical skills gaps at the top of organisations: most strategic change initiatives fail during the implementation phase. In a 2008 global survey, only 30% of executives said they’d rate their change programmes as ‘completely/mostly’ successful. In addition our research has found that leadership, and leader’s failure to execute strategic or operational plans, is the number one cause for the failure of organisational transformations – with around 70% of initiatives failing as a result of this.
A 70% chance of failure is unacceptable for any organisation.
Leadership sits at the heart of strategy execution and therefore the answer begins with a fundamental review of leadership education.
It’s clear that increased investment in leadership education is not being matched by results. In a 2011 survey, only 7.9% of organisations told us their leadership was ‘very effective’ – and only 4.3% said their leadership development was ‘very effective’.
Working closely with adult education professors and both executive and non-executive development practitioners, we’ve identified the approaches most likely to work – and achieve results over the long-term.
Building on a major research project begun by Deloitte in 2008, we’re asking what conditions leaders need to put in place to drive business performance and what tasks they therefore need to undertake as a result.
We’re asking not only what skills leaders need but what they’ll be required to do in the real world of work. In addition, our research has shown that leadership development in isolation is wholly ineffective – instead it’s also about impacting the wider leadership system such as the organisation’s infrastructure, relationships and motivators that support leaders to perform against what they’ll be required to do.
We’re crafting programmes that address fundamental questions of leadership:
Leadership capability is the primary asset of an organisation: 79% of financial analysts would value a company with particularly effective leadership at a premium, and early findings of our research suggest that many would levy a discount for ineffective leadership, To protect your organisation’s most valuable asset – and to find out how to manage the risk that your strategy will fail – talk to us.