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Workplace burnout has now been understood to be a key deterrent to a healthy lifestyle. A lot of individuals have gone through several remedies to check this fallout. However, beyond these ‘band- aid’ solutions, it needs to be understood that burnout is more an organizational failure, one that an individual is unlikely to be able to properly resolve. The classification of the term too has been complex, with even the WHO (World Health Organization) being unable to do much about it. There are also several hidden financial and emotional upheavals associated with this burnout. A study conducted by the marketing research firm Gallup, uncovered five major reasons that lead to such burnout. One of them is an unfair treatment at work, while another is excess workload. The third is ambiguity regarding work role, with a fourth being on poor communication or support system emanating from the senior position. Time pressure could be yet another of those issues. Frederick Herzberg’s Motivation- Hygiene Theory can be well applied to this situation.

Source:https://hbr.org/2019/12/burnout-is-about-your-workplace-not-your-people?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&referral=00202&deliveryName=DM59604

Uploaded Date:27 December 2019

Organizational change is here, and companies need to act on it, if they aren’t already. To do this, first of all, they need to demonstrate ground change programmes. Several corporate training modules are available that work towards organizational transformation. Change strategies too need to be decluttered from the traditional thought process of working around the law of averages. Instead, they must be worked around the particular nature of the challenge. No company need shy away from complexity or uncertainty in change management. The use of technology must aid in talent recruitment, that will hire personnel, who will help execute such change. Emerging areas of science need to be tapped in to as they are bound to enhance such change programmes.

Source:https://www.bcg.com/publications/2019/science-organizational-change.aspx

Uploaded Date:02 November 2019

Business research conducted by the Harvard Business Review (HBR) has brought forth what has been termed as the CEO Life Cycle. The first year is usually the Honeymoon, where minor mistakes may be made, but not punished, as one is simply learning the ropes of entrepreneurship. The second year may be described as the Sophomore Slump, due to the turbulences a business is bound to incur at this junction. The entrepreneur is a bit more experienced, so can no longer escape responsibilities for the crippling losses. The next few years are all about recovery. So, years 3 to 5, are typically termed as the Recovery, as now the business consolidates, and wins a loyal customer base. Next is the growth phase. Years 6 to 10 are known as the Complacency Trap. The years of hard work are paying off now, so it is natural for many to turn off and get too comfortable. Years 11 to 15 are the Golden Years. This is when the business really hits off. For those companies that are going to thrive in the long term, this golden run does not end on year fifteen, while others fall prey to the error band.

Source:https://hbr.org/2019/11/the-ceo-100-2019-edition#the-ceo-life-cycle

Uploaded Date:2 November 2019

A certain form of chaos awaits the final Brexit decision. A no- deal Brexit could spell doom for the UK economy, with delays at ports, and rising prices for essential supplies such as food and medicines. This also poses the risk of recession. In the UK, it is not common for company executives to enter the political fray, a long- established tradition on the other side of the Atlantic. A business research report titled the Edelman Trust Barometer, finds out that nearly two- thirds of those surveyed want the company CEO to be visibly taking the lead in change, Nearly four- fifths are also of the belief that the CEO must be transparent in sharing the company’s vision and corporate strategy. Thus, a new framework is needed for corporate activism. This matrix will include four quadrants. These are Forceful, Tempered, Pragmatic and Neutral.

Source:https://knowledge.insead.edu/blog/insead-blog/a-new-framework-for-corporate-activism-12556

Uploaded Date:24 October 2019

A lot of discussion has gone in to whether certain companies will survive the ongoing age of the platform economy. But more pertinently, companies need also assess whether there may be something to do with the industry itself. The credit to the likes of Uber, Airbnb, Facebook, You Tube and Amazon may go beyond merely the companies themselves, but also to the respective sectors. Platform transformations are best suited to industries where the expected output is precisely determined, regulations are lower and where spare capacities exist. It also depends whether a company derives value from the information it generates or its physical assets. If it is the former, then data warehousing can be an important source of revenue, beyond the mere services provided. Another matter of divergence is the mode of transaction. Platforms thrive when the payment method is simple and modular, rather than when complex and interdependent. Platforms also rely information asymmetry in the concerned market.

Source:https://mitsloan.mit.edu/ideas-made-to-matter/how-to-tell-if-your-industry-ready-platform-transformation

Uploaded Date:18 October 2019

A Behavioral Theory published in 1965 remains a classic in management literature. This book was written by Robert McKersie, who was then associated with the University of Chicago as a teacher. His co- author was Richard Walton. Four sub- processes have been defined here, which explain the fundamentals behind human behavior and for talent management. The first two of these sub- processes are interlinked. They are the Distributive Bargaining and Integrative Bargaining. The first one is about how when one side gains, the other invariably loses. The other is to maintain a balance so benefits reach the maximum numbers. Another is Attitudinal Restructuring. Here, there is better understanding of how each side feels during the bargaining process. The fourth aspect is the intra- organizational part during negotiations. Due to the extensive ground covered by the book, it has aged very well even five decades on.

Source:https://mitsloan.mit.edu/ideas-made-to-matter/a-classic-negotiation-framework-still-applicable-after-50-years

Uploaded Date:14 October 2019

Several philosophies and business ideologies have been devised to acquire and retain new customers, while also keeping the revenues onside. TQM (Total Quality Management) and ERP (Enterprise Resource Planning) were two of the most prominent ideas floated successfully immediately after the Second World War. They all solved problems at that time, but now with the evolution of business, different approaches are required. Even the world of management consulting is taking a hiatus from the frontline, with many companies realizing that healing oneself is easier than enlisting the services of any third party. Business customers too nowadays want the same kind of services that individual customers expect. One company that is at the forefront of this evolution is German tech firm SAP. They were initially primarily in to products, but are now involved in a wider range of holistic business solutions. Chicago- based 37 Signals and its offshoot Basecamp is another such prominent example of the turnaround.

Source:https://www.strategy-business.com/blog/The-evolution-of-problem-solving?gko=9a381

Uploaded Date:14 October 2019

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