Big opportunities to boost organizational vitality by focusing on improving cooperation between disciplines, meeting effectiveness and practical and emotional support to middle management.
Brussels, September 12, 2017. “Vitality levels” among executives in global companies are disconcertingly low, according to respondents of the 2017 Benchmark Study on Organizational Vitality, conducted by Borderless ResearchSM. Because Organizational Vitality impacts revenue, productivity, innovation and engagement, the study highlights opportunities for corporate managers to tap into energy sources that increase vitality and improve organizational performance.
The benchmark study captures insights from 400 global executives worldwide, across a range of industries.
Key findings
The Borderless perspective
“Much managerial effort is spent on fighting sources of stress. Recognizing and understanding the energy sources of an organization and creating the conditions to tap into them offers a constructive alternative,” explains Niels-Peter Van Doorn, Borderless Consultant.
Companies adjust to changing circumstances by changing their strategy and their structure. To improve the agility of their organizations, managers should focus on synergy (cooperation between people) and the support of individual employees to create an important source of energy. However, these tend not to be part of current priorities.
“We also see that the workplace has evolved to serve the needs of generations over 45. The workplace needs to be adapted to ensure the engagement of younger generations,” adds Mijke Ketting, Borderless Consultant.
“Organizations focus on establishing shared values and a sense of belonging based on a well-defined corporate identity,” says Andrew Kris, Founding Partner, Borderless. “Given their reactions, it is evident that respondents would benefit more from practical and moral support from their leaders and peers.”
To that end, Borderless offers the following recommendations to increase levels of both organizational and personal vitality:
Contact Borderless Leadership at taunya.renson@borderless.net or +32 475 604 096 for further information or to arrange an interview Niels-Peter, Mijke or Andrew.
The vast majority of business leaders responding to a recent survey said they’re concerned they can’t train employees quickly enough to keep up with AI and tech developments in the next three years. A similar amount said AI and other tech disruptions will require companies to rethink skills, resources and new ways of doing work.
If you were to ask a random person on the street what an HR professional does, their answer would probably be conflict resolution, or that HR folks deal with employee salaries and benefits. And while that is part of an HR professional’s responsibilities — to ensure employee safety, respect and accountability — that doesn’t even scratch the surface.
With remote work destined for good to be a fixture of the modern workplace, almost half of companies are monitoring remote employees’ online activities. Monitored activity can include active work hours, websites visited, chats, and messaging logs. Almost a third (31%) of respondents said their employers are monitoring their computer screens in real-time.