Have you ever been on a team that feels like it is stuck in a loop? Trapped in a cycle of ineffectiveness or mistrust? Have you ever wondered, “How did we end up here?”
There’s a lot of discussion about Gen Z and the impact they will have on the workforce. The Wall Street Journal reports that they seek financial stability and are industrious. Inc. Magazine tells us they are culturally diverse and risk averse. Forbes says that they want to be judged on their own merit and they want to work with autonomy.
In every work environment you’ll hear talk of teams. Teams are formed deliberately and carefully to achieve the objectives and goals of an organization.
Many of us are part of multiple teams—a core team, plus at least one cross-functional team. In our work with many Fortune 100 companies, we know that the best teams all possess the same secret for success: a leader who knows how to create and lead a high-performing team.
My colleague, Kim Huggins, presented on “creating and leading high-performing teams,” and joined a panel on inclusivity and relationship-building as a leader. As I listened to the speakers, I thought: these topics are relevant for any leader, regardless of gender or seniority.
Audits tell us whether employees are following safety procedures, right? Not necessarily.
Audits don’t always tell the whole story. I’ve seen cases where well-trained employees looked good on the audit yet had a troubling number of incidents on the job.
I’ve seen situations where companies have an admirable history of safety practice yet still experience fatalities—and in one case, two-thirds of the deaths occurred in high-risk areas.
How is this happening when their audits looked so good?
It’s not easy getting the most from your sales teams. Organizations are getting better at developing and supporting sales reps to drive sales results. But they still often struggle with the fact that each project, each team and each sales process is different, and therefore requires a fresh look at how to shape the environment to best support the sales reps.
Having a laser focus on patient needs is table stakes in the pharmaceutical and biotechnology sector. Organizations must continually measure and improve their processes for keeping a patient and their community of family and friends informed regarding the patient’s well being. Equally important is giving the patient a voice in their care, including choices about medical options and sharing in decision-making about recovery.
We at ALULA were recently speaking about patient centricity with a Senior Executive of Patient Advocacy at a major biotechnology company. Here is what we learned.
Companies are eager and ready to invest in digital transformation strategies, but are they achieving results? The numbers so far indicate that the answer may be a resounding “no.”
Several studies report that up to 80% of transformation efforts fail to achieve their intended goals. Another study polled senior executives and found that 50% feel their company is not successfully executing digital strategies. What’s causing this?
Kim Huggins, partner at ALULA and author of "GENerate Performance! Unleashing the Power of a Multigenerational Workforce," recently presented an educational webinar, The Business Impact of a Multigenerational Workforce, at Rutgers University, as part of Rutgers Business School’s Virtual Lunch and Learn Series, which presents some of the hottest topics and trends in business today.
ALULA recently had the opportunity to participate at The POWER of Professional Women conference in Philadelphia, PA. Kim Huggins, a Partner at ALULA, spoke and moderated the panel titled “Mismanaged Millennials: Why employees under 40 are leaving and what leaders can do.”
During the panel, Kim engaged with Millennials in the workforce to find out why they change jobs and what companies can do to retain them. Research shows that 21% of Millennials changed jobs in the past year, and 60% say they are open to new job opportunities.