Happy employees are engaged employees, resulting in increased productivity as well as lower absenteeism from work.
The transition to a circular economy marks a pivotal moment for Indian businesses, offering more than just economic benefits. By transcending profit-driven models and adopting sustainable practices, companies can forge resilience, drive innovation, enhance customer value and generate enduring value for society and the environment alike.
Mahindra grew from an India-based farm equipment manufacturer to a global products and services company drawing strength from a clear concept of its purpose. ‘Rise’— to drive positive change — was the purpose that resonated with its leadership, employees, and customers and became the foundation of Mahindra’s global success!
Figuring out what motivates us can sometimes be tricky. We all know that motivation is something we want more of, but actually finding it is an altogether different challenge. What’s worse is that the overall output of the organisation inevitably starts to dip when dealing with a whole team—or even a whole company—full of people feeling disengaged.
The fast pace at which we live and work today is driving both incremental and radical change in business and is becoming the new normal. Some organisations are keeping up, but many getting left behind.
Three forces—digital relevance, people potential, and readiness of leaders— will serve to either propel or block the success of businesses in this transformational era.
An ‘inclusion fluent’ organisation—where inclusion transcends from awareness to full integration and advocacy—not only understands D&I concepts but actively implements and innovates upon them.
Three issues which, when handled, will help you figure out how to raise your team’s performance when progress stalls. Or better still, it will help you avoid the problems before they arise.
Influence is ubiquitous and you are using it, well or poorly, in your life whether you are aware of it or not. You have likely been to a powerful workshop or training program where you felt you learned a lot.
Across every society, culture, and business, there is a fundamental behaviourist idea that if you reward certain behaviours you will get more of them, and if you punish certain behaviours, you will get less of them. However, according to many recent headlines, rewards do not work nearly as well as people think when it comes to changing behaviour.
Customers are mainly interested in their own challenges. A company’s job is to help the customer with those challenges and provide value – in the current social and financial environment, we need positivity and a positive impact for our businesses more than ever.
The speed of new technology disruption seems to be accelerating. Studies have predicted that as many as 375 million jobs may be at risk to automation by 2030. Against this backdrop, you might expect growing enthusiasm to invest in new skills. So why are we not seeing a rush from established professions to become more technology savvy?
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