Serving to staff embrace change, in keeping with Adam Bryant, requires leaders to de-risk disruption by emphasizing its advantages. COVID-19 kick-started digital transformations as a result of there was no various. Discovering methods to influence individuals to not default to “no” within the face of change means consciously making a “path to sure.”
The correlations hidden in massive information are precious, however they don’t seem to be sufficient to tell all the wide-ranging and sophisticated choices that executives should make. Director of UCLA’s Cognitive Programs Lab and Turing Award winner Judea Pearl clarifies this problem together with his ladder of causation, and in doing so, provides leaders a solution to perceive their resolution wants and consider their firm’s analytical prowess.
In September 2020, Steve Hare, chief executive of Sage Group, became Glassdoor’s highest-rated CEO in the U.K. during the COVID-19 pandemic. The workplace review site cited the level of communication and employee engagement Hare and his management team maintained during the crisis. “It is the key for all of us, including me personally, to make sure that we’re all keeping connected,” Hare said recently.
This focus on connection also holds true for Sage Group’s relationships with its customers, the small and medium-sized businesses that buy or subscribe to its accounting and back-office management software, including systems for payroll, HR, and payments. At the start of the crisis, Sage began offering short-term payment holidays to help clients as they
Talk about a pivot. When the COVID-19 pandemic hit, Pfizer CEO Albert Bourla was one year into his tenure. Bourla, born and educated in Greece, is a 27-year veteran of the company. A trained veterinarian, he rose through the ranks of its animal health unit, and subsequently held leadership positions responsible for numerous businesses, including vaccines, oncology, and consumer products, before taking the post of chief operating officer in 2018. As he formally took the reins of the company on January 1, 2019, Bourla was focused on continuing Pfizer’s transformation into a pure-play biopharmaceutical company: placing its consumer health business in a joint venture with GlaxoSmithKline in 2019, preparing to spin off the Upjohn unit in a deal with Mylan, and rebranding the more than 170-year-old company to focus on its heritage of making scientific breakthroughs that could aid humanity. A year later, Bourla and Pfizer were intently focused on
A few years ago, leaders at the Gates Foundation reached out to see if I could help them improve their culture. They already had a strong culture of performance: They hired world-class scientists and maintained excellence of execution. Their goal was to improve their learning culture, in which people have the humility to know what they don’t know and the curiosity to rethink the way they’ve always done things.
When I first arrived, people were whispering about the annual strategy reviews. It’s the time when program teams across the foundation meet with the cochairs — Bill and Melinda Gates — and the CEO to give progress reports on execution and collect feedback. Leaders were concerned that the pressure to present airtight analyses was discouraging people from taking risks. They often stuck to tried‑and‑true strategies that would make incremental progress rather than daring to undertake bold experiments that might make a
In mid-December, a light appeared at the end of a long, dark tunnel when the U.S. Food and Drug Administration issued emergency authorizations for the Pfizer-BioNTech and Moderna COVID-19 vaccines. A month later, that light wavered as the death toll in the U.S. reached 400,000 — having reached 300,000 just five weeks earlier — and the outgoing director of the Centers for Disease Control and Prevention warned that the worst of the pandemic was yet to come. As Yogi Berra once said, “It ain’t over till it’s over.”
Even as millions of people are getting vaccinated, many employees won’t be returning to the workplace for months to come. Instead, they will continue to work from home with all the distractions, stresses, and fears that they have experienced over the past year. This is not an insignificant problem: 25 percent of respondents to a PwC Workforce Pulse Survey conducted between January