Successful companies develop a culture that adjusts quickly to changes to the environment or marketplace. Management's first responsibility (and that of government) is to detect these trends in order to be able to identify changes and initiate programs. These changes may necessitate the need to transform the organization. To effectively implement change, they must gage the impact it will have on employee behaviour patterns, work processes, technological requirements, and motivation.
The enterprise must assess employee reactions and craft a change program that will provide support as workers go through the process of accepting change. The program must then be implemented, disseminated throughout the organization, monitored for effectiveness, and adjusted where necessary.
| How to build an agile foundation for change - February 2008
How to build an agile foundation for change takes an in-depth look at why agility is so important today and what kinds of challenges companies face in planning for change. The paper explores how today’s environment of constant change requires a new approach to agility and business strategy – an approach that is key to thriving amid change – not just surviving it.
Organizations are seeing change initiatives happening at many levels, all at once. Instead of taking change as it comes companies must now address it in a more integrated and fundamental way. The costs of unanticipated and poorly-managed change are daunting. Inefficient, disruptive change programs can take a massive toll on a company’s people and lead to major productivity losses – but the failure to anticipate change can exact an even heftier price. Inflexible or outdated business models can lead to huge missed market opportunities and dissatisfied customers. |
Dos and don'ts for directors of troubled (and not yet troubled) companies - February 2007
When a public company runs into financial difficulties, it's not just management on the hot seat: the company's directors also come under fire facing tough scrutiny from the company's creditors, stockholders, and employees, just to name a few. And no matter how well the directors have performed in the past, once their company enters bankruptcy, there is the possibility of extensive litigation and lawsuits where every decision of the directors will be scrutinized and second-guessed.
Communications review: management and financial issues in the communications industry - January, 2007
PricewaterhouseCoopers' quarterly journal for telecom execs showcases some of the best global practices and leading-edge thinking regarding management and financial issues in the communications industry.The theme for this issue is improving performance. Only by constantly seeking opportunities for improvement and incorporating the resulting benefits can communications businesses differentiate themselves in the eyes of today's elusive, demanding customers.
The best starting point for performance improvement: A healthy bottom line - January 2007
Modern Healthcare and PricewaterhouseCoopers present Straight Talk. The session on performance improvement was held on March 22, 2005 at Modern Healthcare's Chicago headquarters. Fawn Lopez, publisher of Modern Healthcare, was the moderator.
Trends and perspectives: Customer retention in the consumer finance industry - January 2007
Trends and Perspectives, Customer Retention in the Consumer Finance Industry highlights some of the traditional trends in customer retention and provides perspectives on alternative approaches.
Healthy choices: The changing role of the health insurer - October 2006
Health insurance is pivotal to healthcare financing. In most parts of the world, governments are looking to enlarge, or at least to encourage, the contribution of private sources of funding to the delivery of healthcare.
How energy companies can improve global business performance by better managing political risk - October, 2006
Energy companies understand the business consequences of political change perhaps better than organizations in any other sector. Matching energy demand and supply is, at its very core, a high-stakes geopolitical business endeavor. This is truer today than at any time in the past.
The crisis in federal government succession planning: What's being done about it - August 2006
The need for outstanding government leaders been more acute than it is today. In the midst of global political uncertainty and threats to national security, the US government urgently needs leaders who think creatively, strategize effectively and respond with speed and competence to high-pressure situations.
How managing political risk improves global business performance - June, 2006
Companies doing business internationally are grappling with political issues that sometimes surprise even the most experienced. A new study by PricewaterhouseCoopers and Eurasia Group shows that despite current efforts, a high percentage of multinational companies believe they are not doing all they could to manage political risk effectively.
The evolving role of general counsel: Managing the crisis - May 2006
Corporate governance has become a significant part of the general counsel role for all, and unfortunately for some, so too has managing corporate crisis. Dramatic changes in recent years in both the criminal and civil arenas has made the process of responding to a corporate wrongdoing an even more complex affair.
Looking ahead: Challenge and change in the mutual fund industry - March 2006
This publication shares our outlook for the industry -- trends, challenges, and changing responsibilities
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