Globally, CEOs act on the critical importance of building innovation into the organizational DNA by incentivizing talent to take risks and spreading innovation skills throughout the enterprise.
European CEOs are stressing incremental innovation for the short-term. They recognize the need to link talent, customers, and outside alliances to drive innovation in their organizations. CEOs in Europe realize that if they do not have a skilled and engaged workforce, they will struggle to be innovative.
In mature economies, we expect to see further moderate economic growth within the next few years. Companies which increase turnover and gains have mastered the balance between reducing costs and specific investment in innovations, profitably expanding their business in the long run.
Innovation ultimately creates higher customer value and contributes to increasing returns for the company.
Based on current insight, gained from applied research and practical experience, we focus on examining a company’s culture of innovation – the most important factor to success!
The focus lies on three product service packages:
At this point we benefit from our knowledge on the topic of Human Capital Management, which is fundamental for the culture of innovation. Particularly noteworthy are the following (german) posts in our Blog:
7 habits of great strategists
Today we publish a commentary by Jeroen De Flander. He is an international expert on Strategy Execution / Performance Management & author of Strategy Execution Heroes.
Jeroen has come across many strategists in his career. Some were bad. Most were average. Only a few were truly incredible.
Executing an HR Analytics Initiative
Following the seminar "Human Capital Analytics for the C-level" and the conventions for the same topic we, STRIMgroup AG, organize half-day workshops
Top 10 HR Investment Areas 2013/2014
Few weeks ago Marc Coleman - HR Tech Europe - has carefully drilled down into the Key HR Investment Areas in Europe:
European HR Investment #1: Talent Management
Bridging the Strategy-to-Performance Gap
Written by Bruce Nixon, CEO of Holocentric
A study found that executives typically deliver only 63 percent of their strategy’s potential due to breakdowns in planning or execution. Even the greatest strategies struggle if executed improperly.
The costs of strategy failures for a business can include confusion among the workforce, disparity between the organisation’s vision and its day-to-day operations, misuse of resources and waste of time and money.
Strategy Execution Study
In January 2013 STRIM introduced a snap poll on strategy execution. The guiding question was:
What are the essentials why companies fail to successfully execute their strategies?