Alec’s three areas of expertise are:
Alec helps companies identify how to maximize the ROI of investing in people: target financial investments to mutually benefit the organization and its talent, the most valuable asset that walks out the door every night and needs to be maximally engaged while on the job.
Alec’s diagnostics and solutions enable companies to overcome silo behavior, craft cross-functional solutions that align decision rights with the operating model, increase the speed of quality decision making, improve the allocation of people and financial resources, increase team and business unit effectiveness, and improve strategy execution.
Alec’s solutions optimize work and company performance through organization design and organizational capability analytics that simultaneously address challenges with individual performance, team performance, business unit performance, and end-to-end enterprise performance.
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(This article is based on content that will be covered in the upcoming webinar webinar Driving Change with Data and Diagnostics on Tuesday June 25 that Maura Stevenson and I will be leading.)
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?
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