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| Introduction |
Globalisation, talent shortages, competition are significantly increasing the pressure on companies to remain competitive and ensure sustainability. The number of Fortune 500 companies that have disappeared, been absorbed, gone bankrupt is approximately 60% in the last few years. Roughly 80% of the biggest bankruptcies have occurred since 1999. This is placing increased pressure on organisations to make competitiveness a primary strategic objective. As specialist leadership, change management and organisational development consultants) The Village Leadership Consulting has developed an authentic leadership and organisational development framework (Leadership-Lead-Lag). Together with our clients, we aim to develop adequate shared understanding of the leadership and organisational development challenges facing organisations today. Our objective is to work closely together with our clients to reach agreement on how to address these challenges in order to increase an organisation’s competitiveness. We bring integrated and field-tested processes that have been proven to significantly improve an organisation’s capabilities in this field. Leadership Drivers and Lead Factors: The source of sustainable high performance International research, and an increasing body of knowledge developed in South Africa, demonstrates that sustainable competitiveness is determined largely by the Leadership and Lead practices and focus of an organisation. Most recently the work of Jim Collins and Jerry Porras has demonstrated the exceptional impact that certain Leadership and Lead factors can have on long-term performance. A critical element of embedding sustainable competitiveness is to define the quantifiable and qualifiable metrics against which progress can be monitored. As part of this process, the Leadership-Lead-Lag metrics need to be defined early on. |
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| Leadership |
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lead |
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lag |
We pitch leadership development at every level of leadership in your organisation. Our authentic Leadership framework (VISA to (W)hole Leadership) is pitched at all levels of leadership (Executive to Supervisory).
We offer an integrative organisational development process, and focus on creating and measuring impact. We are able to measure impact and have highly tested ways of doing it. |
The “Beehive” focuses on organisational development Lead factors, but does not focus on all lead factors that a business has to look at (for example, the introduction of new IT system, product development, etc).
The question to ask ourselves is: are we making the choices around Lead factors which will some time in the future, have an impact on the Lag factors? |
The risk of any organisation is to wait for the Lag. Often Lag is measured, as opposed to looking what do we need to do on the Leadership levels.
One should be measuring the Lag once a month, not once a year (monthly snapshots are recommended so that a rapid decision may be made regarding what new Lead or Leadership has to be done. |
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Broadly speaking, it is the Leadership that you do that makes decisions about a company’s status, and that in turn determines what the Lead factors must be. The Lag indicators (return on investment, profit, customer satisfaction indices, climate studies etc) provide an overview of the past/ historical activities of the company. Lag indicators show how well the organisation did the few right things 18 months to five years ago. By the time we read these indicators, it is generally too late. Therefore future performance of an organisation is determined by present Leadership and Lead factors the company is targetting. (Note: it is still vital to track the Lag factors, but bear in mind these are in the past). The key organisational and people challenge for an organisation is therefore to focus on Leadership and Lead factors.
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In his latest book, “Good to Great”, author Jim Collins demonstrates that the critical variable between good companies and great ones is leadership. He illustrates that leadership is the key differential that separates high performing organisations and teams from the less competitive ones.
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The Village has developed an integrative architecture for leadership and high performance organisation development. This consists of a range of field tested products and processes. This architecture enables us to provide highly replicated programmes which offer consistent quality and content to customers. The architecture is supported by ongoing research and the capacity to measure the impact of education, training and development on individuals and organisations. This body of work is benchmarked against international best practices and research, but has been adapted to suit specific South African conditions and challenges.
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We pitch leadership development at every level of leadership in your organisation. Our authentic Leadership framework (VISA to (W)hole Leadership) is pitched at all levels of leadership (Executive to Supervisory).
We offer an integrative organisational development process, and focus on creating and measuring impact. We are able to measure impact and have highly tested ways of doing it.
|
|
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|
|
The “Beehive” focuses on organisational development Lead factors, but does not focus on all lead factors that a business has to look at (for example, the introduction of new IT system, product development, etc).
The question to ask ourselves is: are we making the choices around Lead factors which will some time in the future, have an impact on the Lag factors?
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|
|
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|
|
The risk of any organisation is to wait for the Lag. Often Lag is measured, as opposed to looking what do we need to do on the Leadership levels.
One should be measuring the Lag once a month, not once a year (monthly snapshots are recommended so that a rapid decision may be made regarding what new Lead or Leadership has to be done.
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