At the peak of the shutdown, most company leaders agreed that once the economy opened up again, the business landscape would be different. In other words, we wouldn’t simply go back to doing things the way we did them in 2019, before the pandemic hit. And that foresight proved to be prophetic. Both customer and employee expectations have changed. Companies have altered their value offers, adjusted their marketing strategies, and developed new operational systems. Clearly, a different type of enterprise leader is needed now than before. But different how? This month’s Growth Notes seeks to answer that question.
The CEO Agenda for the Postpandemic Era
(Bain & Company)
As the first wave of lockdowns hit, we pivoted our CEO Forums from two-day, in-person meetings to two-hour Zoom calls, with guest appearances from children and pets. We started with one question: How do CEOs manage risk in a more turbulent world? We segmented risk into three objectives: predictability, the ability to anticipate future scenarios; resilience, the ability to add buffer capacity in critical areas; and adaptability, the ability to respond quickly to changing conditions.
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How to Make Leadership a Cultural Value
(VisionLink)
Organizational leaders are trying to find their footing in what is shaping up to be a very different business environment than the one that existed at the start of 2020. The one word that most would probably use to describe the future is "uncertain." Consequently, chief executives must focus on the issues over which they have control, make assumptions about their customers, their suppliers, their finances, their employees and their business plans, and then implement a strategy that will ensure success in any economy. Easy, right?
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How Leaders Can Balance the Needs to Perform and to Transform
(Harvard Business Review)
Leaders are facing two relentless sources of pressure right now. The first is the intense demand to perform— to deliver excellent short-term results despite radical shifts in what customers need and want, where and how people choose to work, and whether supply chains work at all. The second is the urgent need to transform — to reimagine the future of your marketplace and your workplace, given these shifts, and to reinvent your company’s strategy and culture to win that future.
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The CEO’s Role in Building a Pay Strategy
Read VisionLink's Free Report
As a business leader, you don’t want to get involved in pay minutia. It’s not your role and such details divert your focus from more critical priorities. However, setting a pay agenda that drives growth is a strategic issue that must have your full attention, especially in this post-pandemic environment. During the economic shutdown, enterprises learned that without appropriate direction, pay can become a costly nuisance that inhibits performance and drains profits.
This free VisionLink report will give you a clear understanding of why and how chief executives should guide their companies’ rewards approach.
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