A Critical Assessment and Enhancement of Metrics for the Management of Scarce Human Resources

The effect of digitalization and its transformative power in all aspects of corporate strategies and organizations are visible everywhere. As leaders try to make sense of the “digital tornado” and prepare, try out, and set courses in new business directions, the authors propose to take a step back and focus on what is still at the core of corporate change – the people of your organization. In this chapter, the authors reflect on the forces and challenges that employees are facing in times of rapid and digitally driven change. They also mirror this, considering structural, sociological, and demographic change in the workforce, especially with regards to younger employees. They provide a set of fundamental metrics that can quantify the human resource strategy of an organization to derive measures which can be controlled via a DMAIC cycle. This contribution is an extended version of and includes an enhanced set of metrics to address challenges of digitalization and agile work environments. Further, approaches to possible solutions and first steps for an implementation in companies are presented.

The Charismatic Organization: Vision 2000 and Corporate Change in a State-Owned Organization

British Telecom’s 1984 partial privatization set in motion the privatization and deregulation of many international state-owned telecommunications carriers. Most previous research on the privatization and deregulation of state-owned telecommunications carriers has focused on the economic outcomes. However, this was also a time of changes in managerial practice and thinking influenced by organizational theory. This article presents an analysis of the use of the prescriptions of Rosabeth Kanter in the attempted reform of the organizational culture of Australia’s largest business in the 1980s: the government-owned telecommunications monopoly Telecom Australia (now Telstra). It details the attempt to transform Telecom under the incipient threat of the introduction of competition to the telecommunications market and demonstrates how the country’s largest change management program, Vision 2000, represented an alternative approach to telecommunications reform.

Project management: opportunities and recent development

The project management basically do to understand the process of business and this process is done from last 15 years and showed the remarkable growth as 1000% membership are increased in the project management. The study of project management deals in the related discipline in the management field. The evolution of project management research is evolved and study found that the research is done to understand the project management better from the field of management and it’s a legitimate academic discipline. IT implementation, research and development, software development, service development and corporate change management are new applications of project management. This paper will highlight the recent development and pportunities of project management. Also discuss its importance and functions in the era of technological change and demand in recent trend through which businesses are getting benefits from project management

Corporate Change After the Global Financial Crisis

This paper examines the strategic response of the Dutch bank ING to the global financial crisis. Prior to the crisis, ING was a prominent global exponent of direct banking, using the so-called pure play internet (PPI) business model. PPI banking is a hybrid business model that combines features of relationship and transaction banking. Downsides of this business model are that it may lead to overexposure in securities and that it may attract savers that have an above-average sensitivity to interest rates or risk. Using data on the geographical activities of ING, the timeline of relevant events in the history of ING and strategy statements of ING management, we examine how ING has responded to the strategic challenges of the crisis. We conclude that PPI banking should be viewed more as a market penetration strategy than as a full-blown business model that is tenable in the long run. JEL Classification: G01, G21

A Critical Assessment and Enhancement of Metrics for the Management of Scarce Human Resources

The effect of digitalization and its transformative power in all aspects of corporate strategies and organizations are visible everywhere. As leaders try to make sense of the “digital tornado” and prepare, try out, and set courses in new business directions, the authors propose to take a step back and focus on what is still at the core of corporate change – the people of your organization. In this chapter, the authors reflect on the forces and challenges that employees are facing in times of rapid and digitally driven change. They also mirror this, considering structural, sociological, and demographic change in the workforce, especially with regards to younger employees. They provide a set of fundamental metrics that can quantify the human resource strategy of an organization to derive measures which can be controlled via a DMAIC cycle. This contribution is an extended version of and includes an enhanced set of metrics to address challenges of digitalization and agile work environments. Further, approaches to possible solutions and first steps for an implementation in companies are presented.

The effect of human capital on organizational performance: The case of sustainability issues in an e-commerce firm

This paper aims to discuss how developing human capital can have a direct positive effect on operational performance. The case study method is used to address the sustainability issues a Lebanon-based retail e-commerce company is facing. We utilize the socio-economic qualimetrics methodology to discuss the corporate change from within the enterprise at all levels and with the contribution of all the participants in the firm. The focus of the case study is on qualitative, quantitative, and financial aspects through competitiveness enhancement and operational effectiveness metrics. The findings of this intervention research contribute to the literature insofar as enhancing the social capital of a retail e-commerce organization positively impacts its performance.