Latest news with #businessleaders
Yahoo
13 hours ago
- Business
- Yahoo
Why Organizational Redesigns Fail and What to Do About It: McLean & Company Releases New Research on Implementation Strategy for HR Leaders
New research insights published by global HR research and advisory firm McLean & Company emphasizes that well-intentioned redesigns fall short without a clear implementation roadmap, strong change leadership, and ongoing optimization. TORONTO, July 23, 2025 /PRNewswire/ - Organizational design has become a top priority for business leaders seeking to stay agile in an era marked by rapid change. But according to new research insights from HR research and advisory firm McLean & Company, many of those efforts will fall short not because the design was flawed but because implementation was an afterthought. The firm has recently published its insights in Implement Organizational Design, a comprehensive, evidence-based resource that equips HR and organizational leaders to execute design changes with precision, clarity, and long-term impact. As the second phase of McLean & Company's organizational design series, the firm's new insights tackle the often-overlooked challenge of turning design into practical, sustainable change. Despite the increasing frequency of organizational redesigns, McLean & Company's research shows that many businesses underestimate the level of investment, coordination, and leadership alignment required to implement effectively. Too often, implementation plans are underdeveloped or rushed, leading to a cascade of avoidable issues. Common barriers include poorly defined roles that create confusion and disrupt workflows, inconsistent communication that fuels uncertainty and resistance, weak leadership alignment that undermines momentum, and a lack of post-implementation support that causes teams to revert to old habits. Without a structured approach and sustained implementation, even the most strategic design risks falling short of its intended impact."Designing the future of the organization is only half the equation," says Michelle Leedy, senior executive advisor at McLean & Company. "If there's no clear path to implementation – or if employees are left in the dark about what's changing and why – the risk of failure grows exponentially. Execution is the moment of truth." To help HR leaders and their organizations navigate complexities and common barriers when implementing organizational design, McLean & Company's Implement Organizational Design blueprint outlines a five-step process that includes: Preparation and planning with change readiness and risk assessments. A clearly defined implementation roadmap with timelines, milestones, and ownership. A structured change action plan to drive adoption and address resistance. Support for leaders and employees during execution of design changes. A focus on sustainment to continuously optimize the new design. As the challenges of implementation become more visible, the pressure to get it right is growing. According to McLean & Company's 2025 HR Trends Survey, HR teams that excel at managing through change and uncertainty are 59% more likely to report high workforce productivity, and 52% more likely to see strong organizational performance and revenue growth. Moreover, 85% of HR leaders surveyed said they had increased their focus on risk mitigation and business continuity planning over the past 12 months, indicating widespread recognition that the external environment is becoming more volatile and less forgiving of missteps. "Whether the catalyst is new leadership, emerging technologies, or economic pressure, transformation isn't slowing down – it's accelerating," says Amani Gharib, director, HR Research & Advisory Services at McLean & Company. "But speed without structure is risky. What our research makes clear is that organizations must treat implementation as a core strategic function, not an operational footnote." McLean & Company's approach is supported by practical tools and templates, including organizational design implementation workbooks, change action plan workbooks, FAQ templates, and a comprehensive communication resources catalog, to help HR teams manage each phase effectively. Multiple support options are available, ranging from DIY toolkits and advisory guided implementations to executive counselor onsite support. For media inquiries or to connect with McLean & Company analysts for exclusive, research–backed insights on human resources, culture, and employee experience, please contact Communications Manager Katie Tame at ktame@ About McLean & Company McLean & Company pairs evidence – based research and immediately applicable tools with deep HR expertise to position organizations to meet today's needs and prepare for the future. The global HR research and advisory firm's member organizations enjoy comprehensive resources, full – service diagnostics, workshops, action plans, and advisory services for all levels of HR professionals, from executive leadership to HR leaders to HR team members, that help shape workplaces where everyone thrives. McLean & Company is a division of Info – Tech Research Group. Media professionals can register for unrestricted access to research across IT, HR, and software and hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact ktame@ View original content to download multimedia: SOURCE McLean & Company
Fast Company
14 hours ago
- Business
- Fast Company
14 myths about business wealth management, debunked
At its core, wealth management is about making thoughtful decisions to grow, protect, and pass on what you've built. For business leaders, that means managing not just personal finances but also how money moves through their companies, covering everything from tax strategy and risk management to succession planning. However, several common and persistent myths and missteps can stall or even hinder your financial well-being. To help you avoid these pitfalls, 14 Fast Company Executive Board members debunk the most common business wealth management myths and share what leaders should remember instead. 1. TRADITIONAL INVESTMENT ADVISORY GUARANTEES SUCCESS. Investment advisory is a myth in itself. Screenplays, private stock, and indices in retirement portfolios can all be optioned. Payout structures to equity holders in movies can be more certain than private equity, since royalties are paid in the absence of liquidation preferences. The velocity from derivatives and private equity can generate wealth more quickly, but the distribution varies. – Sean Adler, SWN 2. WEALTH GROWTH AND MANAGEMENT IS STRAIGHTFORWARD AND GLAMOROUS. There isn't one perfect path. Sometimes the product or service that gets you there isn't glamorous. Know that wealth isn't just what's earned—it's what's built sustainably, passed along wisely, and anchored in purpose and people. Managing wealth isn't simply about tracking the cash flow or accumulating assets—it's about stewarding value, passing it on, and uplifting others along the way. – Larry Brinker Jr., BRINKER 3. YOU SHOULD WAIT UNTIL YOU'VE BUILT UP 'ENOUGH' CAPITAL. The biggest myth is thinking you need to wait until you've built more wealth to start managing it. Leaders overlook how far ahead you get by having capital to work with early and investing in things you know you'll need. It's like housing. If a $1M home rises 10 percent in a year, you'd need to save $100K just to keep up. Delaying can cost more than starting with what you've got. – Travis Schreiber, 4. BUILDING WEALTH MEANS NEGLECTING OTHER ASPECTS OF YOUR LIFE. Chasing account balances while their health crashes, marriages crumble or souls are empty is not a 'rich life.' True wealth integrates everything. You're broke if you're rich but can't sleep, disconnected, or dead inside. Real wealth management means investing in vitality, love, and purpose. The fullest accounts mean nothing if you're too depleted to enjoy them. – Dr. Camille Preston, AIM Leadership, LLC 5. WEALTH MANAGEMENT IS SOLELY FOR THE WEALTHY. One of the biggest myths is that wealth management is only for the ultra-wealthy. In reality, strategic planning is crucial at every stage of business growth. Many leaders overlook how early tax planning, investment diversification, and succession strategies can protect assets and fuel long-term sustainability, even before they reach peak revenue. – Maria Alonso, Fortune 206 6. BUSINESS WEALTH MANAGEMENT IS ALL ABOUT INVESTING PROFITS. The biggest myth is that business wealth management is only about investing profits. In reality, it's a holistic strategy that includes tax planning, risk management, succession planning, and aligning personal and business finances. Ignoring this broader view can lead to missed opportunities and long-term instability. – Stephen Nalley, Black Briar Advisors 7. THERE IS A SINGLE GUARANTEED FORMULA FOR SUCCESS. The biggest myth in business wealth management is believing there is a singular, proven process everyone follows. You benefit mostly from close fiduciary advisors who ask deep questions on how you view financial success, and then help you create a specific plan customized for you. It sounds simple, but remember, wealth management is not 'one way/right way'—it's what way is best for your goals. – Rich DePencier, Brand Growth Accelerators 8. YOUR WEALTH DATA IS INHERENTLY SAFE. The biggest myth is that wealth data is automatically safe. Leaders often overlook backup strategies for financial records, risking catastrophic loss. Diversify storage locations and test recovery processes regularly—your wealth management is only as secure as your data. – Chongwei Chen DataNumen Inc. 9. YOU DON'T NEED TO THINK ABOUT WEALTH MANAGEMENT FROM THE START. There is a lot of misconception where people think business wealth management only matters once you're making serious money. Early cash flow management, reinvesting wisely, and keeping your business and personal finances separate can save you from running into issues later in the business journey. Often, it's the difference between just getting by and building something sustainable. – Gianluca Ferruggia, DesignRush 10. WEALTH MANAGEMENT BEGINS AND ENDS WITH INVESTING FUNDS POST-SALE. The biggest myth? That business wealth management is just about investing the money after a sale. In reality, it's about preparing for the emotional, financial, and family impact of that transition—ideally, years in advance—to avoid surprises and protect what you've built. – Mark Valentino, Citizens 11. A FINANCIAL ADVISOR ISN'T NECESSARY. The biggest myth that most leaders fail to realize is the value that a competent financial advisor can provide, and that the business leader is capable of doing it on their own. This may be true, but in most cases, business leaders realize what they excel at and understand those areas where they need help and hire the best to be around them. The same is true with hiring a financial advisor. – Richard McWhorter, SRM Private Wealth 12. YOU SHOULD FOCUS SOLELY ON MAXIMIZING PROFITS. Effective wealth management is about strategically balancing risk, aligning financial decisions with long-term business goals, and safeguarding the organization's economic stability and sustainability. Leaders who narrowly focus on profit maximization often overlook essential factors, such as risk mitigation, succession planning, liquidity management, and tax optimization. – Britton Bloch, Navy Federal Credit Union 13. GROWING YOUR SURPLUS FUNDS IS ENOUGH. Wealth management is not solely about investment returns; it also involves optimizing cash flow and tax strategy. Focus on maximizing profits and retaining them. Prioritize capturing all available business deductions, optimizing tax efficiency, and maintaining adequate cash reserves. True wealth management begins by maximizing operational earnings and keeping, not just growing, surplus funds. – Joynicole Martinez, The Alchemist Agency
Associated Press
14 hours ago
- Business
- Associated Press
Why Organizational Redesigns Fail and What to Do About It: McLean & Company Releases New Research on Implementation Strategy for HR Leaders
New research insights published by global HR research and advisory firm McLean & Company emphasizes that well-intentioned redesigns fall short without a clear implementation roadmap, strong change leadership, and ongoing optimization. TORONTO, July 23, 2025 /CNW/ - Organizational design has become a top priority for business leaders seeking to stay agile in an era marked by rapid change. But according to new research insights from HR research and advisory firm McLean & Company, many of those efforts will fall short not because the design was flawed but because implementation was an afterthought. The firm has recently published its insights in Implement Organizational Design, a comprehensive, evidence-based resource that equips HR and organizational leaders to execute design changes with precision, clarity, and long-term impact. As the second phase of McLean & Company's organizational design series, the firm's new insights tackle the often-overlooked challenge of turning design into practical, sustainable change. Despite the increasing frequency of organizational redesigns, McLean & Company's research shows that many businesses underestimate the level of investment, coordination, and leadership alignment required to implement effectively. Too often, implementation plans are underdeveloped or rushed, leading to a cascade of avoidable issues. Common barriers include poorly defined roles that create confusion and disrupt workflows, inconsistent communication that fuels uncertainty and resistance, weak leadership alignment that undermines momentum, and a lack of post-implementation support that causes teams to revert to old habits. Without a structured approach and sustained implementation, even the most strategic design risks falling short of its intended impact. 'Designing the future of the organization is only half the equation,' says Michelle Leedy, senior executive advisor at McLean & Company. 'If there's no clear path to implementation – or if employees are left in the dark about what's changing and why – the risk of failure grows exponentially. Execution is the moment of truth.' To help HR leaders and their organizations navigate complexities and common barriers when implementing organizational design, McLean & Company's Implement Organizational Design blueprint outlines a five-step process that includes: As the challenges of implementation become more visible, the pressure to get it right is growing. According to McLean & Company's 2025 HR Trends Survey, HR teams that excel at managing through change and uncertainty are 59% more likely to report high workforce productivity, and 52% more likely to see strong organizational performance and revenue growth. Moreover, 85% of HR leaders surveyed said they had increased their focus on risk mitigation and business continuity planning over the past 12 months, indicating widespread recognition that the external environment is becoming more volatile and less forgiving of missteps. 'Whether the catalyst is new leadership, emerging technologies, or economic pressure, transformation isn't slowing down – it's accelerating,' says Amani Gharib, director, HR Research & Advisory Services at McLean & Company. 'But speed without structure is risky. What our research makes clear is that organizations must treat implementation as a core strategic function, not an operational footnote.' McLean & Company's approach is supported by practical tools and templates, including organizational design implementation workbooks, change action plan workbooks, FAQ templates, and a comprehensive communication resources catalog, to help HR teams manage each phase effectively. Multiple support options are available, ranging from DIY toolkits and advisory guided implementations to executive counselor onsite support. For media inquiries or to connect with McLean & Company analysts for exclusive, research–backed insights on human resources, culture, and employee experience, please contact Communications Manager Katie Tame at [email protected]. About McLean & Company McLean & Company pairs evidence – based research and immediately applicable tools with deep HR expertise to position organizations to meet today's needs and prepare for the future. The global HR research and advisory firm's member organizations enjoy comprehensive resources, full – service diagnostics, workshops, action plans, and advisory services for all levels of HR professionals, from executive leadership to HR leaders to HR team members, that help shape workplaces where everyone thrives. McLean & Company is a division of Info – Tech Research Group. Media professionals can register for unrestricted access to research across IT, HR, and software and hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact [email protected]. View original content to download multimedia: SOURCE McLean & Company
Gulf Business
a day ago
- Business
- Gulf Business
Venue revealed for Gulf Business Awards 2025
Guests networking at last year's Gulf Business Awards 2024 in Dubai. Gulf Business has officially announced Now in its 13th year, the Gulf Business Awards is one of the region's premier platforms recognising outstanding leadership, innovation, and business performance across a wide range of sectors—from banking and real estate to healthcare, technology, energy and tourism. Located on Dubai's Jumeirah Beach, The Westin offers a striking blend of luxury and functionality. With views overlooking The Palm Jumeirah and impressive neoclassical architecture, the five-star beachfront resort provides an ideal setting for high-profile events. The venue features a private beach, multiple award-winning restaurants and bars, and extensive banquet facilities tailored for conferences, gala dinners, and corporate celebrations. Location details can be found Read: The Gulf Business Awards 2025 will once again spotlight the region's most impactful organisations and business leaders, with entries open across company and leadership categories in key industries. While nominations are currently being accepted online, organisers encourage interested parties to focus on categories most aligned with their core strengths and achievements. For more details on the event and how to participate, visit the official
Entrepreneur
2 days ago
- Business
- Entrepreneur
Why Predictive Service Is the Next Big Thing in Customer Service
To drive growth, companies should transform customer support from reactive to predictive and proactive. Using foresight, ethical data and strategic alignment can turn customer experience into a key competitive advantage. Opinions expressed by Entrepreneur contributors are their own. For decades, customer support has been treated as a defensive necessity — a cost center designed solely to resolve issues after they arise. In today's landscape, that paradigm is obsolete. Your customers are no longer benchmarking you against your direct competitors; they are benchmarking you against the best, most intuitive digital experiences in the world. This shift has paved the way for a new model of value creation: transforming customer experience from a cost center into an offensive growth lever. Unlocking this growth, however, requires moving beyond simply resolving issues faster and instead developing genuine foresight — a transition from a reactive to a predictive service model. The critical shift from reactive to predictive Customer expectations have permanently changed. The new standard set by digital leaders has created a powerful demand for proactive personalization. This reality forces a change in business posture. A reactive model is inherently defensive, waiting for a customer to raise a flag that signals a problem. A predictive model, in contrast, is offensive. It uses data to see that flag coming before it's ever raised, allowing a business to anticipate needs and resolve friction points before the customer even feels the pain — a feat that hinges on one critical element: the right kind of data. Related: A Complete Guide to Using Predictive Analytics in Your Business Earning the data that fuels prediction While predictive service runs on data, its true power comes from the "Golden Nugget" of behavioral data — usage patterns, sentiment signals and key lifecycle events. This information provides the clues to future needs, but it presents a profound ethical challenge. In an era of heightened privacy concerns, this data cannot be taken; it must be earned through unwavering transparency and trust. This is achieved by building a relationship, not just executing a transaction. When customers understand how their data will be used to create a better experience, they are far more willing to share it. This approach ensures your service feels like a trusted concierge providing personalized guidance, not an invasive tracker. Related: 3 Tips for Using Consumer Data to Create More Personalized Experiences How predictive service turns disruption into loyalty To see this in practice, consider the masterclass in execution from Delta Air Lines. Instead of allowing travelers to experience that sinking feeling of a flight or baggage delay, Delta's predictive models get ahead of the disruption. They proactively reroute baggage and notify travelers of the new plan, often before the traveler even realizes a problem has occurred. The result is a brilliant strategic reversal. Delta tries to transform a moment of high frustration into an opportunity to build deep trust and loyalty, elevating its role from a simple service provider to a truly valued travel partner. Overcoming the human barrier to prediction Given the power of this model, why haven't more companies made the shift? I've found the deepest gap is not in the technology, but in the organizational mindset. Most support teams are still structured for triage, not foresight; their success is measured by legacy KPIs, like reaction time, that inherently reward a defensive posture. This, combined with fragmented data and a natural cultural resistance to change, creates powerful internal friction. Overcoming these barriers requires a genuine commitment to breaking down silos, realigning incentives toward prevention and building cross-functional teams that are empowered to think proactively. Preparing for the next frontier Going forward, this trend will only accelerate toward what I call "agentic ecosystems," where integrated AIs don't just send alerts but autonomously manage complex processes. For any forward-thinking leader, preparing for this future must begin now, and it rests upon two foundational pillars. First, invest in a unified data infrastructure — the unglamorous but essential foundation for everything that follows. Predictive models are only as good as the data they can access, so ensuring your data is clean and unified is the non-negotiable first step. Second, begin rethinking your customer experience roles. The future of CX is not about designing a single customer journey; it's about developing teams of strategic problem-solvers capable of managing hundreds of thousands of unique, hyper-personalized experiences at scale. Related: Why Generative AI is the Secret Sauce for Good Customer Experiences A new definition of service The organizations that build these pillars today will do more than just meet future customer expectations; they will be the ones who redefine them. This is the true promise of the predictive model. It is more than a new methodology — it is a fundamental redefinition of the relationship between a company and its customers, a final evolution from transactional problem-solving to proactive partnership. And it's how customer experience will become your most powerful and durable engine for growth.
