Achieving Alignment in an Age of Disruptive Velocity

In an era of disruptive velocity, these two questions need to be answered with ever-increasing frequency.Since 1965, the average time a company spends on the S&P 500 has fallen by 50 percent, to less than 15 years.Core processes for product development, process engineering, quality assurance, an...

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Bibliographic Details
Published inPeople and Strategy Vol. 40; no. 2; pp. 20 - 25
Main Authors Connolly, Tom, Coughlin, Kevin
Format Trade Publication Article
LanguageEnglish
Published Alexandria Society for Human Resource Management 01.04.2017
Subjects
Competition
Cybersecurity
Due diligence
Innovations
Job descriptions
Performance management
Product development
Success
Succession planning
Talent management
Training
Velocity
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Summary:In an era of disruptive velocity, these two questions need to be answered with ever-increasing frequency.Since 1965, the average time a company spends on the S&P 500 has fallen by 50 percent, to less than 15 years.Core processes for product development, process engineering, quality assurance, and service delivery are all designed to ensure alignment on critical factors like cost management, product safety, and customer service.Information structures like job descriptions and organizational charts, titles and salary bands, and processes for goal setting, succession planning, performance management, talent development, and pay decisions are designed to foster stability, describe relationships, reinforce rules of engagement, establish a performance cadence, and instill a sense of fairness.Organizations operate with job descriptions that have no shelf life, career paths that bear little relationship to reality, fact-driven training models that are useless when most facts are available with just a few keystrokes, and rigid organizational structures that deploy resources suboptimally.
ISSN:1946-4606