Most organizations do Leadership Succession Planning at some level of effectiveness. Very little has been written about the need for incorporating technology succession planning and while technology leadership is part of the standard succession planning model, little is done about succession planning and skills development for subject matter experts, their supporting teams and successive upgrades and new technologies. Teams (more…)

After Action Review, Post Mortem, Critique… all are terms used to describe an assessment of a project, event or activity after said project is completed.  Our experience is that the After Action Review process is an important continuous improvement tool especially for major transformative activities such as the implementation of new digital technologies (software systems, user tools, etc.), (more…)

There are multiple business and workforce trends occurring that are affecting every business, large and small, in every industry that will require senior leaders to rethink how they acquire, utilize and manage a workforce that consists of employees, temps and contractors.  The following trends have a greater impact on middle market companies. (more…)

Successful enterprises across the globe have leveraged on the vast experience, in-depth knowledge and understanding of a strategic planning consultant that is capable of working with senior leadership on strategic execution: been there, done that.  This effort is a cornerstone of gaining competitive advantage and thriving in highly competitive marketplaces. An effective strategic execution program facilitated by an experience strategic planning consultant helps (more…)

In the Group50’s series of Talent Management Blogs, we defined “Talent Management” as a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. (more…)

In the previous Talent Management Blogs, we defined Talent Management as a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. Hypothetically,we have created the job requirements, determined that we need someone to fill a role, recruited and hired a great new employee and provided the training required to be successful in their new role. So now your “new employee” isn’t so new (+6 months) and you want to ensure (more…)

In the previous Talent Management Blogs, we defined “Talent Management” as a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. Hypothetically, we have created the job requirements, determined that we need someone to fill a role, recruited and hired a great new employee. We need to spend a bit more of the Company’s money to Welcome the new employee (On-boarding) and provide the proper skills and knowledge (Training and Development) to provide every opportunity (more…)

In the previous Talent Management Blogs, we defined “Talent Management” as a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. Thus far, we have reviewed how to develop a set of skills and competencies to drive Job Descriptions, hiring criteria and Performance Management and we determined how many employees with the right skills and competencies were needed to deliver your business goals.

The focus of this blog is to develop (more…)

SoftNAS, an innovative Texas-based startup , prides itself as being the number one provider of network attached cloud storage. As at most startups, resources (be they people or financial) are never more precious than in the first few years of a company’s existence. SoftNAS therefore identified that without a high degree of focus, their ambitious growth plans were unlikely to be realised.

“We knew that keeping everyone on the same page as we grew the company was critical. Cascade was the perfect solution for this, and the flexible monthly pricing made it an easy choice.”

Diverse operations covering on-the-field activities, gaming, a bistro and a retail store, meant that the Rooster’s strategic plan was made up of a complex mix of metrics and objectives.
The Sports Club needed a platform to consolidate their detailed paper-based plan into something that the entire organisation could understand and engage with. They also needed a mechanism to measure organisational alignment against that plan.

“Cascade gives us clear, real-time metrics about how we’re performing against our plan – an invaluable level of management insight.”