Executing a (new) strategy means two things. You have to build new capability required for the strategy. And the organization has to change from the old capability to the new. Capability building and change. Simple enough, and easy to say. So why do most strategy executions fail?
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
How Organization Agility Produces Sustained Performance: Bringing Coherence to Diverse Conceptual Perspectives (Download)
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Why and how organizations change – especially in competitive and dynamic environments – are central questions in organization theory and strategic management. Organization agility (OA) has emerged as a construct to describe the way organizations adapt quickly to continuous disruption and change, and theories explaining how OA works and produces performance outcomes have proliferated.
WEBINAR: Building Organizational Capability to Improve Strategy Execution
September 26, 2023
With Alec Levenson and Carl Watson
Growth Lessons Learned from Juggling the Three “Eyes” of the IPO
Original article published by Alabama Inno An initial public offering is different from other events that spur growth. For maybe the first time, a new IPO is in the public eye. Passing of the Sarbanes-Oxley Act of 2002, and additional regulations that continue for...
HR Resources for COVID-19
Last updated June 1, 2023 As we continue to adjust to a “new normal”, we would like to remind you of the resources available to help you and your organization. Most businesses have been transitioning to increased remote work, and have moved events and learning onto...
Systems diagnosis tools and techniques
Originally posted in LinkedIn: Part One | Part Two Systems diagnosis tools and techniques – Part One Systems diagnoses and solutions are both the answer to a lot of what is wrong with corporate performance – and a source of the problem at the same time. Most issues...
Strategy Bites Back: Strategic HR May Win Out in Culture War
Over the years, data has supported the notion that culture eats strategy for breakfast. But then subsequent studies suggest that strategy is more important — it eats culture. This year is an interesting mix.
by Theresa M. Welbourne
How to Steer Clear of Groupthink
by Alec Levenson, Jennifer Mueller, and Sarah Harvey
Harvard Business Review
The Intersection of HR Business Partnering, Analytics and OD
The Intersection of HR Business Partnering, Analytics and OD
with Alec Levenson and Maura Stevenson
Decentralizing Your Operating and Talent Models the Right Way
To operate their organizations effectively across the globe, leaders need to rethink how and where work gets done.
New Leadership Challenges for the Virtual World of Work
During the COVID-19 crisis, senior leaders must rethink key decision-making processes in order to enhance trust, transparency, and teamwork.
CEO Research Statement by Jennifer Deal
The Center for Effective Organizations is thrilled to welcome Jennifer Deal as a Senior Research Scientist. Her research statement follows: Overall Research Program My research is focused on addressing key issues leaders are facing by advancing theory and developing...