#organizational-strategy

#organizational-strategy

When Nokia was still the king of mobile phones in the late 2000s, its strategy seemed bulletproof. It was everywhere. It had the tech; it even had the market share. But as consumer preferences started shifting, internal teams couldn't agree on whether to invest in Symbian improvements, hardware design, or a new platform. On top of that, leadership failed to align engineers, designers, and market planners. Slowly but surely, Nokia started losing ground.

"If you just reduce compute to capital, you know, it's just money, and then you buy the physical infra," Kwon said. "We don't necessarily assume in lots of other industries or even in technology industries that if you're just the most capitalized company or organization, that you're automatically going to win." "It's how you make use of that resource and apply it to various bets," he added.

Businesses are rightly obsessed with productivity. This is the primary parameter of their profitability. And productivity, basically, is the product of three human-related factors: Individual abilities Motivation Knowledge Organizational and methodological factors could be mentioned, but they actually come down to knowledge. The methodology is only a factor of productivity insofar as it is known and controlled. To be complete, we should add a nonhuman factor: the work tool, whether robots or software.

Diversity, equity, and inclusion (DEI) has faced a lot of backlash recently. Once celebrated as a win-win solution that tackled systemic injustice and boosted business performance, DEI has become politicized and scrutinized within an inch of its life. As it was happening, those of us working to advance DEI didn't adjust as the ground shifted beneath our feet. DEI was recast as an anti-meritocratic overreach that prioritized identity over skills or qualifications.

In the nonprofit sector, independence can hinder progress. Loss of control and concerns about reputation can make nonprofits reluctant to partner, despite the benefits of collaboration.

According to a survey by HR Brain, only 10% of companies have a strategy to retain mature workers, despite the number of workers age 65 and older in the U.S. nearly quadrupling since the 1980s.

To future-proof LMSs, they must be repositioned and adapted to play a vital role as the bank vault for institutional capacity.

The idea that the CEO should shoulder all the responsibility for public representation is not only limiting but also neglects a critical element of modern leadership: the power of the collective influence of the entire executive team.

Cybersecurity is no longer just an IT concern; it's a fundamental aspect of any organization's strategy. Having a robust cybersecurity team is non-negotiable.