The Time Is Now for Executives to Embrace and Lead a Culture Aligned with Intrapreneurship

Innovation is the cornerstone of a successful business, yet it often eludes large companies due to bureaucracy and rigid processes. With intrapreneurship, companies give themselves the freedom to take risks and be more innovative and creative.

Today, organisations that actively promote intrapreneurship allow their employees to spend up to 20% of their time on ideas that are unrelated to their regular roles. Intrapreneurship pays enormous dividends for companies because employees have permission to think big and go beyond the status quo—two essential ingredients for creating new innovative products, services and business models.

Steven Pezim explains why it is critically important to ensure that the organisation's culture accepts, nurtures and encourages intrapreneurship.

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The Global Expansion of Executive Search

The demand for skilled leadership exceeds supply worldwide and the pressure is high for organisations to find and retain top talent. Ulrich F. Ackermann, Chair at TRANSEARCH International, is interviewed alongside other global AESC leaders for the most recent Executive Talent magazine to discuss the tremendous growth in the executive search and leadership consulting profession.

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Speed of Learning: The Ultimate Competitive Advantage (PDF)

There is one fact of life that is impossible to ignore - tomorrow will be (very) different. More specifically, the rate of change is getting faster - and about to get much faster. It is a matter of adapt or perish.

Flexibility, a flatter structure, enhanced freedom to act, and a laser-like business focus represent part of the answer. Being faster, however, is ultimately all about how people learn.

In this excerpt from the book 'The A–Z of Organization Culture', John Burdett explains why the speed of learning is quickly becoming the ultimate competitive advantage, and presents several innovative ways of introducing effective learning experiences into your organisation.

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The Importance of Culture in Talent Acquisition

Every executive appointment today must be a winner. We don't have the luxury of time or money to make a hiring decision that won't substantially benefit our organisation. The more senior the position, the greater the impact and the greater the culture fit, the greater the opportunity for success.

Cultural fit is integral to evaluating executive candidates. A capability driven recruitment strategy may help an organisation achieve its goals, but a strategy that incorporates culture brings the spirit, cohesion and inspiration that underpins success. When conducting a search for a CEO, for example, 'Do they fit?' is a key question to consider. It should be assessed as a component of the selection criteria, but how do we measure 'fit'?

Of course we would expect an individual's experience to be included in any hiring assessment. However, a more thorough process will include culture, as well as considering leadership competencies and performance. As we build a candidate profile, how would our prospective CEO work with their teams, integrate with the organisation and interact with the Board in their new role? Having examined an individual's capability based on their past performance and leadership potential, we should also look critically at the organisation when recruiting its talent. What phase is it in… start-up, growth, consolidation? At what stage is the culture of the organisation… currently defining its culture, an established brand, or a market leader? Is the Board therefore, hiring for today's culture or the culture of tomorrow?

If you asked a group of leaders within an organisation to define its culture, it's highly likely you would receive a range of different answers. Subjective interpretations don't contribute to a robust recruitment processes, so it's critical to have a common understanding of what culture means. Using a sophisticated, well-researched, professional tool such as the TRANSEARCH Orxestra Methodology© can help an organisation to quantify key aspects of the candidate profile, including culture, leadership and performance. Once we've clearly established what we're looking for in an executive and defined the competencies and culture, we can use the Orxestra© methodology to assess the candidate's capabilities and fit to these requirements. This provides both client and candidate a clear picture of 'fit'. This can be further augmented with psychometric assessments to add another dimension to the hiring decision.

A strong culture is evident from the clear set of values and beliefs that enable its employees to be passionate and productive even while working with mundane systems and processes. Our experience as executives tells us people in a positive cultural environment are more engaged, self-motivated, will communicate more openly and work effectively with each other and their customers (internal or external). Culture assessment should be fundamental in the talent acquisition process. Now that's something to strategise about over breakfast.

Insights from "The Importance of Culture in Talent Acquisition" by Bill Sakellaris.

As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

The Orxestra® Methodology

In today's turbulent times we believe strongly that to lead is to employ the head, empower the hand, engage the heart and enrich the spirit. If one of the elements of the leadership dance is either missing or short-changed, mediocrity or more of the same is the best that can be hoped for. Learn more about the Orxestra® experience and creating tomorrow's leadership today.

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The 7 Questions Every CEO Should Ask About Culture (PDF)

For a great organisation, culture isn't an abstract or vague concept … it's real … it speaks to people. It's not a competitive advantage … it's a competitive imperative.

To survive is to adapt. "Are you managing your culture?" If any of the seven questions that follow receives a negative response, the answer is, almost certainly, "not so much."

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Tomorrow's Leadership Will Be Different (PDF)

When the environment changes dramatically, it changes for everyone. If you don't adapt, extinction is inevitable. Yesterday's success may well sow the seeds of tomorrow's demise. And agility really is a make-or-break issue.

Other than know-how in technology, which is a given, leadership competencies differ depending upon the role. That understood, five leadership competencies are emerging as having future primacy.

John Burdett is a best-selling author on leadership and organisation culture, and is Leadership advisor to TRANSEARCH International. In this download (PDF) John explains in detail what leaders need to know now to embrace mastery in each of these competencies.

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