LST Business & Consulting LLC’s Post

'Curiosity' has often been seen as a soft skill — nice-to-have, but not essential. However, this perception is rapidly changing! Today, curiosity is being recognized by leaders not just as a personal trait but as a strategic asset ✅. It can lead to innovation, improved employee engagement, better strategic adaptability and, ultimately, better financial performance. In a world where change is constant, #curiosity is clearly emerging as an invaluable trait 🙂. I subscribe to this, do you? A compelling Forbes read below...

Critical Questions and Answers That a Management Consultant Considers: What are the core challenges the organization is facing? The organization is struggling with declining market share, inefficiencies in operations, and low employee engagement. What are the key objectives the organization aims to achieve? The organization aims to increase market share by 15% over the next year, improve operational efficiency by 20%. How effectively is the current strategy aligned with the organization’s goals? The current strategy lacks clear focus and alignment with the goals. What are the internal and external factors influencing the business? Internally, the business faces issues like outdated technology and siloed departments. Externally, it is influenced by increasing competition. How does the company’s culture impact its performance and change initiatives? The company’s culture is resistant to change, which hinders innovation and slows the adoption of new processes and technologies. What is the effectiveness of the current leadership and management practices? Leadership is well-intentioned but lacks the strategic vision and communication necessary to drive the organization forward. How are resources being allocated, and are they aligned with strategic priorities? Resources are not optimally allocated, with too much focus on less impactful projects and insufficient investment in areas that drive long-term growth. What metrics are being used to measure success, and are they appropriate? The current metrics are focused on short-term financial performance rather than long-term strategic objectives. How well is the organization adapting to market changes and industry trends? The organization is slow to adapt, lagging behind competitors who are more agile and responsive to market shifts. What are the potential risks and opportunities associated with proposed changes? Risks include potential disruption to operations and resistance from employees. However, there are significant opportunities for growth, cost savings, and increased market. How engaged and motivated are employees at all levels of the organization? Employee engagement is low, with many feeling disconnected from the company’s vision and unclear about their role in achieving organizational goals. What is the customer’s perception of the company’s products or services? Customers view the company’s products as reliable but outdated, with a need for more innovative and user-friendly offerings. How does the organization’s performance compare to its competitors? The organization is underperforming relative to key competitors, particularly in innovation and customer satisfaction. What systems and processes could be improved to enhance efficiency? There are significant inefficiencies in the supply chain and decision-making processes that could be streamlined through technology upgrades and process reengineering. #Critical #Questionsandanswersof #Management #Consultant

This week we dive into workforce management. A lot of numbers & research from my friends over at McKinsey & Company, Deloitte and PwC Insights on the future of work and what it's meant to scale historically Leave a comment if you enjoyed! #leadershiplessons #workforcemanagement #growth

C-suite executives are increasingly recognizing curiosity as a strategic asset that drives innovation, employee engagement, and financial performance, leading to a shift in how they approach leadership and decision-making. #CuriosityInLeadership #InnovationMindset #BusinessStrategy #ExecutiveLeadership

" Companys will not realize the true value of FP&A without the proper culture" Successful execution of FP&A is inevitably linked to corporate culture. A culture based on a silo mentality and lack of trust not only undermines integrated FP&A effectiveness but also reduces employee engagement and well-being. The organisational mindset has a huge impact on integrated FP&A performance. However, certain mindsets have proven to be more effective for individual and corporate well-being and performance. Among them are positivity, a growth mindset, and mental toughness. Many integrated FP&A initiatives fail, get stuck, or move slowly. Company culture and behaviour are likely the primary reasons behind this. Executives can’t assume they have the right company culture to implement effective integrated FP&A. Rather, they need to define their expectations for participant behaviours clearly. Trust is paramount, and behaviours that improve trust should be prioritised by executives. Culture-change efforts are most successful when fully integrated into a business initiative. The CEO is advised to use the FP&A cycle to display, manage, and nurture effective behaviours actively. Credit to Niels Van Hove #FPA# #financialanalysis# #financialplanning# #culture#

Unlocking impactful HR solutions through business understanding Having been on both sides—as a business leader and now as an HR Business Partner—I’ve learned that the role goes far beyond supporting teams. True partnership means knowing the business inside and out, shaping its trajectory, and making informed, strategic contributions. Here’s what real business partnering feels like: 🔹 Strategic Vision: You're not just managing tasks; you’re helping shape outcomes that align with long-term business goals. 🔹 In the Trenches: Instead of working at arm's length, you’re actively involved in what the business faces each day, from operational challenges to growth opportunities. 🔹 Data-Driven Impact: Decisions are informed by insights from both HR and business metrics, not just intuition. You’re measuring what matters most to the org and applying your people expertise. 🔹 A Seat at the Table: You’re more than a spectator. Business leaders turn to you for input on critical decisions, because you understand the business landscape. How to Get There? Start by speaking the language of the business. Invest time in understanding performance drivers, ask questions that push beyond “why,” and immerse yourself in the team's world. Building credibility means going beyond HR’s lane—embrace a broader, strategic approach that earns trust and influence. Business partnership is more than support; it’s actively shaping the business from within.

C-suite executives are increasingly recognizing curiosity as a strategic asset that drives innovation, employee engagement, and financial performance, leading to a shift in how they approach leadership and decision-making. https://lnkd.in/d4wJA9Mb #CuriosityInLeadership #InnovationMindset #BusinessStrategy #ExecutiveLeadership

C-suite executives are increasingly recognizing curiosity as a strategic asset that drives innovation, employee engagement, and financial performance, leading to a shift in how they approach leadership and decision-making. https://lnkd.in/eeb2evas #CuriosityInLeadership #InnovationMindset #BusinessStrategy #ExecutiveLeadership

C-suite executives are increasingly recognizing curiosity as a strategic asset that drives innovation, employee engagement, and financial performance, leading to a shift in how they approach leadership and decision-making. https://ow.ly/nJgf50Ti33A #CuriosityInLeadership #InnovationMindset #BusinessStrategy #ExecutiveLeadership

For decades, many organizations were obsessed with numbers, using key performance indicators (KPIs) as the ultimate measure of success. Employee performance reviews revolved around charts, graphs, and percentages. It was a world where human beings were reduced to mere figures, as if people were machines that could be fine-tuned for optimal productivity. But as businesses grew more complex and the workforce more diverse, it became clear that this approach was missing something essential. Studies began to show that the traditional number-based evaluations were too rigid and often failed to capture the true potential of employees. There was a growing sense that the human side of business—the relationships, morale, and creativity—was being neglected. It was time for a shift in focus. Leading companies started to invest in their human capital, recognizing that people are the most valuable asset in any organization. This meant not just training and development, but also fostering a culture of inclusivity, recognition, and open communication. The goal was to create environments where employees felt valued and had opportunities to grow. The results were remarkable. Teams became more innovative, productivity soared, and employee satisfaction reached new heights. It wasn't just about hitting KPIs anymore; it was about building a workplace where people could thrive. The companies that embraced this new mindset found themselves not only meeting their goals, but also exceeding them in ways they hadn't imagined. This transformation demonstrated that when organizations focus on investing in people, the returns are far greater than any KPI could measure. It was no longer just about the numbers; it was about unlocking the full potential of the human spirit.