Over recent years wellbeing has attracted increasing attention and investment. This has been driven by several factors including societal attention on mental health and the growing understanding that organisations have a duty to improve health and wellbeing, not just mitigate risks.
Simultaneously, trends such as an increasingly global and competitive market, ageing population and rapidly changing technology, provide great opportunities to the way we work, but also significant threats to our wellbeing.
Every touchpoint in the customer experience shapes customer sentiment. With employees as a crucial touchpoint, having a workforce of brand ambassadors that delivers a consistently differentiated customer experience has never been more vital.
CEOs are essential for culture transformation, but not in the way you might think. With culture at the top of the agenda for many organisations, it’s important to understand what culture is, the role top leaders play and the best way to activate change.
To perform at their best, employees need to feel they belong. The concept of diversity and inclusion (D&I) has been around since the 60s and it’s excellent to see how it has matured. Some organisations are extending diversity beyond gender and culture into ways of thinking, risk profiles and leadership styles.
Thanks to globalisation, the importance of having leaders who can bridge the cultural divide is paramount. As CEO, your aim should be twofold: to ensure you and your people have the skills and capabilities to compete on the world stage; and to build a business strategy, infrastructure and approach that make it easy to seize every chance to trade across borders. This might mean, for example, reviewing your products with overseas opportunities in mind
When I ask for examples of ‘creatives’ in a business context, most CEOs refer to graphic designers, advertising copywriters or jingle writers. They never consider that they could be — and should be — creative thinkers themselves. They are surprised when I tell them that leaders who abdicate responsibility for creative thinking to a few people in defined roles are limiting the potential of their organisations.
If you and your business stand still, neither will survive. The only way to keep up is to have an enterprise mindset. Leaders with an enterprise mindset treat their organisations’ functions, geographies and systems as interconnected and interdependent parts of a cohesive structure with one goal: delivering what their customers want