“Are Tech Organisations winning the war on talent and executing at speed?”
This is the question we wanted to answer, and the results are in!
We’re excited to share the findings from our Tech Leader Survey of 400 industry leaders.
The purpose of the survey was to understand the true state of organisational health and identify the key threats endangering growth.
The report shows that less than a quarter believe that they don’t have competing priorities. Without clear priorities internal havoc develops, politics creep in, and silos form – organisations begin to grind to a halt.
The findings clearly show the tech industry is still in a crisis of prioritisation.
When making big business decisions, we have all been starting in the wrong place.
Decisions tend to focus on addressing business priorities first (which are indeed a crucial part in the planning process). According to McKinsey if you focus on the business element for big change initiatives you have a 30% chance of success. By focusing equally on the business and human element, you up your odds of success to 80%.
If you want to drive change, you need to put an equal focus on the human element and business priorities.
Thinking about the human element, we’re going to let you into a secret. There is an Operating System for Teams and it starts with trust.
Research* has shown that trust, also referred to as psychological safety, is the number one attribute of a high performing team. Once you have trust, you can focus on the business element of purpose, clarity, and simplicity. All of these elements are crucial for an organisation to execute at speed.
Let’s improve your chances of success.
Here’s a question for you, if you asked all your team, “what’s our top priority?” would you get the same answer? If you’re not confident you would, we can help.
by Paul Wiefels, Managing Director – The Chasm Group, LLC
Purpose, trust, clarity, and simplicity.
These four ingredients are key to achieving better organizational performance, amplifying a business’s ability to bring value to markets rapidly and efficiently, and bringing outsized gains to win time-based competitions. Aligning organizations on those four ingredients —getting them right—sounds easy.
This illuminating report says, well, not so fast.
During our almost thirty years of practice advising tech companies of every stripe, on almost every continent, we have long believed that sustainable competitive advantage is not created by technology. It’s created by people. During the past two years, this construct has been tested like never before as “traditional” ways of working were upended.
The “new” ways of working now place an extraordinary premium on making sure everyone is rowing in the same direction on a course they agree; toward a destination they’re committed to; in a craft that can withstand adversity; and with a crew they can trust.
For many organizational leaders, this is once again a work in progress for those who may have persisted in their view that attracting and retaining people was still relatively easy, conventional reward systems remained relatively attractive, and therefore loyalty would be relatively persistent. What were we thinking?
Now the so-called Great Attrition is affecting many of these same organizations. How persistent that will be is guesswork, but there’s no question that it’s a sellers’ market, and likely to remain one in the foreseeable future.
The pandemic didn’t cause this.
Instead, it served as a catalyst that accelerated a slow-burning disenchantment with organizations that can’t distinguish between core activities that create fundamental value, from contextual activities that simply perpetuate the status quo.
Or organizations who are unwilling to make asymmetrical bets on creating success. Or those who find themselves perpetually challenged to reach tipping points and thus repeat the same behaviour patterns over and over. For them, the years of living dangerously have just begun.
“For all of us, this report sheds much needed clarity, delivering both good news and some that should be concerning. It provides both a mirror to our own efforts, and a window through which we can see a brighter future.”
Tech organisations must address the issue of internal competing priorities without delay if they are to win market share, execute at speed, and avoid a hit on the bottom line caused by mass attrition.
Competing priorities create breeding grounds for silos and slow the organisation down.
If a lack of simplicity and clarity around key priorities is evident in your own workplace, contact us at firstname.lastname@example.org to find out how we can help.
*Psychological safety was identified in the Re:work Google report, code-named Project Aristotle, as the top dynamic of an effective team. The results showed that what really mattered was less about who is on the team, and more about how the team worked together.[/vc_column_text][/vc_column][/vc_row]