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Executives know that discontinuity exists at all levels of production and they do not want to find themselves caught off guard and becoming obsolete. In order to improve performance, executives realize that they have to quickly create and share new ideas, as well as develop better knowledge management processes, in order to be more responsive to market changes.
Situational leadership is a model. It provides prescriptive and anecdotal applications that leaders and supervisors can grasp. It is straightforward and uses a variety of guidelines for both leaders and followers alike.
Today’s world is constantly changing. Markets change, grow, or shrink, consumers change and expect more for less.
At the end of 2018, the Performance Magazine editorial team interviewed Glen Rabie, CEO at Yellowfin, Australia. His thoughts and views on Business Intelligence (BI) Performance are presented in detail below.
I think the most successful organizations are those that are transparent, where there is a global understanding of the strategy and the KPIs required to achieve success.
The number one obstacle to innovation is represented by unsupported culture. However, organizations that support a culture of innovation are generally value-driven, customer-focused, and implement strategies that are developed through complex interactions with customers, employees and other partners.
Moreover, they always try to identify where they stand on the market and manage what is to be done to improve their results through performance improvement methodologies such as benchmarking.
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