Acuity Global Development - Knowledgebase

Knowledgebase

As people emerge from all levels in business with the knowledge that they can exercise their power to shape the future of their organization, leadership has become something that we can all contribute to, regardless of our level of ‘authority’. As Rosabeth Moss Kanter pointed out, many years ago, “Companies used to be able to function with autocratic bosses. We don’t live in that world anymore.” With old fashioned, imperial style leaders exposing their shortcomings in today’s fast-paced and complex business world, strong, democratic leadership is now about having the vision to share ideas and to derive momentum from an engaged and empowered workforce, but most importantly it’s about having the ability to embrace change.

Often aggressively described as a ‘war’ or a ‘race’ for talent, HR’s challenge to attract, retain and grow the best available human capital is not for the faint-hearted.  With employee turnover estimated to cost US businesses approximately $11 billion a year, the stakes in the battle for capability and experience are high. With this vast financial impact in mind, organizations are realizing that focussing on creating a culture where leadership development is valued as a strategic imperative is critical to emerging as winners.  

Debate over what makes a good model of organizational effectiveness has carried on for years.  Whilst some models fall in and out of fashion, the McKinsey 7S framework developed in the early 1980s by Tom Peters and Robert Waterman, has persisted with its basic premise that there are seven internal aspects of an organization that need to be aligned if it is to be successful.  Building on this enduring and well respected model, here Dr Anton Franckeiss of Acuity Global Development sets out 10 Organizational Design Considerations that underpin the foundations of any successful business.

Where we can help

Acuity works with clients to target the whole employment proposition and experience, innovating and optimising every element to ensure that our clients maximise their opportunities to achieve their D&I goals:

    • Attracting and hiring D&I talent.
    • Accelerating the development of D&I talent.
    • Creating and maintaining a culture and environment that is more likely to support D&I objectives.
    • Maintaining contact with D&I alumni to create opportunities to rehire when appropriate.

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