Blog Posts

In today’s fast-paced business world, developing leaders who can navigate complexity, inspire teams, and deliver results is more critical than ever. Yet, traditional training methods often fall short in addressing the scale, personalization, and immediacy required to create lasting change. AI-powered practice bots are emerging as a transformative solution, offering leaders unparalleled opportunities to practice, grow, and improve—faster and more effectively than ever before.

Feedback with precision and accessibility

Feedback is the cornerstone of leadership development. However, research from Gallup reveals that only 26% of employees strongly agree that the feedback they receive improves their performance. Feedback all too often misses the mark, because it is too vague, infrequent and not relevant to the job at hand. AI practice bots address this gap by providing instant, objective, and actionable feedback through simulated conversations. Well trained practice bots, armed with leading-edge, business-specific knowledge on the critical skills needed for leaders, offer the most valuable simulated conversations, and the most accurate feedback.These bots mimic real-world scenarios such as performance reviews, stakeholder negotiations, and high-stakes presentations. Leaders gain immediate insights into their communication style, areas for improvement, and actionable next steps—all without the need for scheduled coaching sessions.Moreover, AI expands access to high-quality feedback across all levels of leadership. No longer confined by time, geography, or resource constraints, organizations can now equip every leader with the tools they need to grow. This scalability ensures consistent, equitable development opportunities while fostering a culture of continuous improvement.

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Limitless practice for deeper growth

Behavioral change is built through deliberate practice, yet many traditional training programs provide limited opportunities for leaders to apply what they’ve learned. A study from the American Psychological Association (APA) highlights that repetitive, focused practice is essential for mastering new skills.AI bots remove barriers to practice by offering leaders unlimited chances to rehearse critical conversations, test new approaches, and refine their strategies. Whether delivering constructive feedback, managing conflict, or influencing stakeholders, leaders can practice important conversations without fear of judgment or failure.Available 24/7, these bots integrate development into daily routines, accelerating skill acquisition and embedding new behaviors. The result is not only faster growth but also greater confidence and readiness to tackle complex challenges.

Amplifying human insight through AI

AI bots enhance leadership development not by replacing human expertise but by amplifying it. They excel at handling repetitive, data-driven tasks such as providing feedback and tracking performance trends. However, the role of human insight—through coaching, mentorship, and relationship building—remains irreplaceable.According to Deloitte, organizations that combine AI-powered tools with human-led learning experiences see a 33% increase in effectiveness. AI provides the structure and scalability to ensure consistent development, while human experts bring empathy, context, and nuance to guide leaders on their unique journeys.This synergy between technology and human insight accelerates individual growth while creating a ripple effect across organizations. Leaders not only develop the skills they need to excel but also inspire their teams and drive meaningful cultural change.

‍Transforming leadership development with AI practice bots

AI practice bots enhance leadership development by:

• Delivering precise, personalized feedback: Instant insights empower leaders to grow faster and with greater clarity.
• Offering unlimited opportunities to practice: Leaders can refine critical skills anytime, embedding growth into their daily routines.
• Providing data-driven insights: Bots analyze performance trends across leaders within an organization to inform targeted training strategies.
• Scaling impactful learning: Accessible to leaders across geographies and roles, AI ensures consistent and equitable development opportunities.

By enabling leaders to practice more, grow faster, and lead with confidence, AI-powered bots are transforming leadership development—one conversation at a time.Discover how AI practice bots can enhance your leadership strategy and deliver lasting results.

Explore the AI Practice Bot Offering Here

P R E S S  R E L E A S E

Stockholm, March 3, 2025

STOCKHOLM, SWEDEN – BTS Group AB (publ), a leading global consultancy specializing in strategy execution, change, and people development, has agreed to acquire Sounding Board, a technology-based leader in scalable, high-impact coaching solutions driving transformational leadership development.

“With this acquisition, BTS can leapfrog its current technology and operations with the integration of a team and platform that is considerably more productive and ready-to-scale globally than our current technology. The acquisition allows us to create and take to market a very differentiated offering and to faster expand BTS’ current USD 40 million coaching services, taking advantage of the growing USD 7 billion coaching market, and to increase our margins,” says Jessica Skon, CEO of BTS Group.

Founded by Christine Tao and Lori Mazan in 2016, Sounding Board is a silicon-valley based start-up with USD 7 million in scaled coaching revenue in 2024, delivered through the company’s proprietary technology platform. With over USD 45 million in capital invested in its technology, Sounding Board has pioneered a modern, proprietary platform to fully meet a company’s scaled coaching needs. The addition of Sounding Board’s coach network will create a combined BTS network of 700 credentialled coaches with global reach.

The acquisition is expected to have a slightly positive impact on EBITA in 2025 and a positive impact on both earnings and margins in 2026.

Sounding Board is differentiated in the market with a unified software platform for coaching that can be utilized for both external and internal coaching and mentoring programs. With a track record of high client retention, a global network of expert coaches, and a data-driven approach to leadership transformation, Sounding Board has been taking market share with its scalable coaching solution offerings. With future support from BTS global account managers and access to BTS’ global client base, the acquisition will be a pivotal moment for both firms to continue their mission together.

“Sounding Board’s innovative coaching platform, efficient and scalable operating model, combined with both firms’ global reach of world class, consistent top 5 percent coaches, is exactly what our clients have been asking for. They are tired of inconsistent coaching quality from competitors and platforms that don’t reinforce their organization’s unique strategy and culture,” concludes Katrin Mulford, BTS Partner and Global Head of Coaching.

"We are joining BTS to amplify and accelerate our impact,"

said Christine Tao, Co-founder and CEO of Sounding Board.

"BTS’s global reach, broader leader development solutions, industry-leading simulations, and AI-based coaching and practice for strategic plays and culture shifts, are exactly the additional tools clients are looking for to complement our coaching. Together, we will redefine how companies prepare their people, deliver ongoing change at scale, and develop leaders who drive transformation."

“Joining forces, we will simultaneously drive growth and win market share within coaching, fortifying our reputation in making strategy personal, while also driving automation and efficiencies for our clients and in our operations as we scale. By replacing our platform with theirs, the handling of all the steps in the coaching process will become significantly more effective, from scheduling to coaching to insights and billing. It will be easier, faster, and less resource intensive to manage large programs with tens of thousands of leaders. In addition, Sounding Board’s operating model will serve as an example inside BTS as a more tech-forward way of working,”

adds Jessica Skon.

The acquisition includes a limited initial cash consideration as well as additional purchase price considerations paid between 2025 and 2028, provided the acquired business meets specific targets during that period. The transaction is expected to close as soon as the completion procedures have been finalized, which are expected in March.

BTS's strategy for acquisitions aims to create a broader base for future organic growth while actively consolidating in a highly fragmented market. Through its acquisitions, BTS seeks to serve new and existing customers with innovative services.

‍For more information, please contact:

BTS Group AB
Jessica Skon, CEO
+1 (415) 203 1760

Michael Wallin, Head of investor relations
‍michael.wallin@bts.com
‍+46-8-58 70 70 02
+46-708-78 80 19

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In today’s rapidly changing world, leaders must foster environments where open dialogue, trust, and innovation thrive. But are "safe spaces" enough? In this article published in the Winter 2025 issue of Rotman Management, Andrew Atkins explores how leaders can move beyond comfort to create braver spaces—ones that encourage authenticity, diverse perspectives, and meaningful change.Discover the seven dimensions that define conversational spaces, the pitfalls of toxic and overly safe environments, and ten actionable strategies to cultivate braver conversations in your organization.

• Learn how braver conversations drive innovation and collaboration.
• Understand why "safe spaces" can limit growth and honest dialogue.
• Get practical tips to create a culture of trust, engagement, and psychological safety.

Ready to transform your team’s conversations? Download the full article now. (This article appears in Rotman Management Winter 2025.)

5 make-or-break moments that shape the success (or failure) of Mergers and Acquisitions

Analysts say 2025 will be the year that the multi-trillion-dollar Mergers and Acquisition floodgates will open once again.

For us at BTS, these key moments are an exciting opportunity to witness how strategy, culture and leadership play together. Mergers and acquisitions (M&A) represent some of the highest-stakes decisions an organization can make. Analysts scrutinize billion-dollar deals, executives promise ambitious synergy targets, and employees at all levels must adapt to new realities that are often thrust upon them. The success of your integration doesn’t just depend on strategy—it hinges on the ability of thousands of individuals to embrace new teams, tools, structures, and ways of working.

The human side of integration is often underestimated, yet plays a crucial role in the success or failure of mergers and acquisitions.  

Recent research shows that 70% of successful M&A deals involved a proactive approach to managing cultural differences.  

Why? Beneath the surface, overlooked factors such as differing beliefs, cultural tensions, and a lack of real strategic alignment often derail even the best-laid plans. From years of guiding organizations through these transformations, we’ve identified five make-or-break moments that define whether an acquisition thrives—or falls short.

1. The “first impression” moment

When two companies come together, senior leaders often reduce first impressions to oversimplified assumptions: “They’re just like us” or “We share the same customer-first mentality.” While these statements may calm initial concerns, they often ignore deeper operational and cultural differences that can create friction later.  

• ‍An example: A communications company acquiring a company of similar size to expand their portfolio and reach. Both claimed to be “customer-centric,” but their definitions were fundamentally different. The organization being acquired prioritized the customer no matter the cost, while the acquiring company prioritized the customer within clear economic boundaries. This subtle but critical difference nearly derailed key decisions in customer crisis moments, where both organizations’ approaches clashed.

At BTS, we’ve seen success when organizations use a more thorough and objective culture diagnostic early in the M&A process to get ahead of possible differences like these, surfacing how work actually gets done, rather than providing a commentary on employee sentiment. Differences can then be worked through proactively before real customer value is on the line.  

2. The “communicating the deal rationale” moment

Acquisitions are ripe with uncertainty, especially for employees of the acquired company, who often fear layoffs or cultural upheaval. Without clear communication of the reasons behind the merger, mistrust can take root, damaging morale and productivity.  

• ‍An example: An oil and gas company learned this the hard way during its acquisition of a smaller regional competitor. Despite leadership's intent to streamline and grow operations in the region, employees of the acquired company assumed the deal was purely to squeeze out cost and sell it to the highest bidder. Distrust spread quickly, undermining cooperation and progress. ‍
• Another example: In contrast, a technology company that made a large acquisition took a radically transparent approach. Leaders engaged employees from both organizations early, co-creating a narrative that focused on shaping the future together and emphasizing shared innovation goals. By addressing concerns directly and collaboratively, they built buy-in and enthusiasm on both sides, setting the stage for a seamless transition.

3. The “bringing senior teams together” moment

Initial meetings between teams from merging companies are often fraught with tension. Often, the bias many leaders have towards action leads to a singular focus on tactical planning—hammering out integration checklists and deliverables—while overlooking the human dynamics in the room.

• ‍An example: In one case, two food and beverage companies merging to take advantage of their complementary product portfolios approached their first meeting with a different focus. Instead of diving straight into strategy, the leadership teams spent the first day exploring cultural alignment, discussing their values and histories, and building personal connections.
  
  This intentional shift paid dividends. As one CEO later remarked, “If we hadn’t started with the culture and leadership conversation, we never would have made so much progress on our strategy.” By fostering trust and understanding, the two teams created a foundation for productive collaboration and accelerated progress on their shared goals.

4. The “let’s activate new ways of working” moment

Senior leaders can align on a vision, but translating it into daily actions across thousands of employees is where integrations often stumble. Over-reliance on one-way communication—announcements and emails—leaves employees unclear on how to work together.

• ‍An example: A biopharma company that acquired a tech firm to enhance patient outcomes was clear about the rationale for the acquisition, but did not spend enough time working through what this combined organization would look like in execution. Two years later, both organizations were still operating as two separate units, unable to deliver on their shared vision. ‍
• Another example: In contrast, a global manufacturing company took a proactive approach during its acquisition. Leaders hosted cross-functional workshops, guiding employees through real-world collaboration scenarios. These sessions surfaced key operational gaps and helped teams align on practical ways to achieve their vision. As a result, integration accelerated, and the combined teams quickly launched a suite of new, co-developed products.

5. The “turning resistance into momentum” moment

As an integration progresses, some organizations try to quickly get to “business as usual”. Senior leaders, who typically have had more time to get ‘on the bus’ of the integration are often keen to move on from the integration. While this impulse is understandable, the challenge is that ceasing to pay attention to evolving dynamics and culture challenges can cause leaders to ignore small signals that can ultimately foreshadow bigger problems. Indeed, proactively seeking out and engaging with resistance can unlock new potential for growth.

• ‍An example: Consider a software company that acquired a cloud-services provider to expand its portfolio. Early friction arose as teams struggled to reconcile their differing approaches to customer support. Instead of letting the tension fester, the leadership teams paused, brought the issues to the surface, and co-created a new customer engagement model.
  
  By openly addressing challenges and aligning on shared practices, the companies not only resolved their differences but also built a stronger, unified approach. Without this intervention, the integration could have been frustrated by years of lingering inefficiencies and resentment.

Greater than the sum of parts: Achieving success beyond the merger

M&A deals are extraordinary opportunities to accelerate growth, redefine industries, and create lasting value. But the statistics don’t lie: up to 90% fail to meet expectations. The difference often comes down to overlooked intangibles—cultural alignment, trust, and the willingness to navigate tough conversations.  

‍The organizations that succeed understand this. They don’t just manage checklists; they embrace the human elements of integration. They foster trust, build alignment, and co-create a shared future.

The real value of M&A lies in these make-or-break moments. When leaders approach integration with intentionality and openness, they unlock the potential for their organizations to be truly greater than the sum of their parts—and deliver on the promise of the deal.

The landscape of leadership is evolving as newer generations challenge traditional hierarchies. Outdated practices, focused on a top-down power dynamic, have fostered an “us vs. them” mentality, stifling collaboration, slowing innovation, and hindering sustained growth.In response, Future Relevant Organizations are adopting "next practices" that recognize and celebrate contributions, influence, and impact of contributions at all levels of the organization. Central to this shift is the movement from “leading others” to “leading with others,” recognizing that leadership isn’t confined to those in senior positions.“Leading with others” encourages a more inclusive, collaborative approach by:

• Encouraging employees to lead and influence across boundaries.
• Inspiring shared purpose and accountability toward collective goals.
• Prioritizing well-being, fostering psychological safety, and enabling open idea-sharing.
• Viewing vulnerability as a strength, recognizing that no one has all the answers.
• Maintaining focus and thoughtful engagement amidst uncertainty.

A biopharma company with a historically top-down leadership structure offers a clear example of the transformative power of this shift. While the company had enjoyed impressive growth, it faced competitive and pricing pressures from disruptive innovation, regulatory challenges, and supply chain vulnerabilities, all of which called for a fresh approach to leadership. Innovation and expansion were crucial to sustaining success.Recognizing the need for change, the company embraced the idea that leadership and influence aren’t confined to those at the top. Here’s how this new approach reshaped their organization:

• Empowering all levels: Leadership became less about titles and more about fostering a culture where every employee felt valued and capable of contributing. Through well-crafted experiences, 5,000 employees enhanced their self-awareness, challenged established norms, and adopted a long-term perspective aimed at collective growth.
• Redefining leadership: Leadership shifted from micromanagement to empowering others to make meaningful contributions. Employees were given greater agency and ownership, leading to increased adaptability in a dynamic market.
• Building trust through vulnerability: The organization encouraged vulnerability, quickly building trust across teams in an evolving, loosely connected environment. This strengthened team dynamics and established a supportive community ready to face new challenges.

Next practices: Shared leadership responsibility

The shift toward “leading with others” is not simply a change in leadership style; it is a strategic imperative. By embracing diverse perspectives and treating leadership as a collective responsibility, organizations gain more valuable insights that drive better decision-making and innovation. Companies that adopt this approach are better prepared to adapt to change, seize new opportunities, and build a culture where everyone is engaged in shaping the future.

“Leading with”: A more inclusive path forward

Adopting a “leading with others” mindset requires more than just structural changes—it calls for a fundamental shift in how leadership is understood at all levels. Leaders must actively create environments where contributions from all employees are expected, not optional. This inclusive leadership approach fosters a deeper sense of ownership and accountability, empowering employees to align their actions with the organization’s long-term goals.As the business landscape continues to evolve, organizations that embrace this collective approach to leadership will be better positioned not only to navigate uncertainty but also to thrive in the future ensuring future relevance.

Meetings: a fundamental yet polarizing aspect of organizational life.

We've all experienced the exhilaration of a productive meeting—one that sparks innovation, fosters alignment, and energizes the team. But we've also endured the frustration of meetings that seem endless, lacking clear direction and purpose. This contrast reveals a critical truth: many meetings aren't living up to their potential.Why does this happen? Often, it's the ingrained habits and mindsets within an organization that perpetuate the cycle of ineffective meetings. Meetings, after all, are a microcosm of organizational culture. They reflect how people, time, and resources, are valued. When meetings lack clear agendas or run without purpose, they often signal deeper cultural or operational challenges.As Gruenert & Whitaker wisely note, "the culture of any organization is shaped by the worst behavior the leader is willing to tolerate." Leaders set the tone. Their commitment to preparing and leading effective meetings can transform the entire organization's culture. By holding leaders accountable for the quality of meetings, we address a fundamental aspect of organizational health.

‍When effective meetings become the standard, they create a ripple effect of positive change throughout the organization.

Leaders, by embracing their responsibility, can turn meetings into catalysts for progress and innovation, aligning with and reinforcing the very culture they wish to cultivate.At BTS, we have seen that companies that treat culture as an accelerator of their strategy reach their goals faster than those that treat it as an afterthought. Your culture is the set of deeply held organizational mindsets that shape who you are and how you do things.

‍So, what do your meetings say about your culture and your leadership?

‍Leaders strive to plan and run effective meetings, but busy schedules can hinder even the best of intentions. Common meeting pitfalls like unclear objectives, poor communication, disengagement, weak collaboration, and lack of follow-up can make meetings feel inefficient or even like a waste of time. Holding a meeting just because "it's how we've always done it," or with minimal, half-hearted planning, has an impact long after employees leave the conference room or close their Zoom window.

‍The good news is that meetings can be transformed into efficient, productive, and even engaging experiences, greatly benefiting your company’s culture.

‍Addressing meetings directly can start turning the tide on culture. In other words, you can use meetings as one of your first steps in intentionally evolving your organization’s culture to deliver lasting impact and accelerate your strategic direction.

Before holding a meeting, your core considerations should always be:

1. Decide if the meeting should be virtual, face-to-face, or hybrid based on goals and attendee needs, not habit.
   • Consider if the meeting aims for creative discussion or information sharing and adjust for group size.
2. Use tools to visually share ideas and track discussions.
   • Whiteboards for in-person, digital equivalents for virtual. This honors contributions and keeps focus.
   • Ensure adequate space for in-person meetings, especially longer ones.
   • Test technology before remote or hybrid meetings to prevent issues.
3. Start and end strong.
   • Begin with clarity. Reading the purpose and objectives aloud focuses the group and encourages effective participation.
   • End with action. Ensure everyone understands and agrees on their assigned tasks.
4. Check progress.
   • Invite the group to assess how well the meeting met its target and discuss what helped or hindered progress.

Understanding how meetings reflect and shape your organizational culture is crucial because they are a direct manifestation of your values and priorities. Well-structured meetings foster accountability, collaboration, and innovation, driving overall success.In the next post of this series, we will explore the five most common meeting pitfalls and provide actionable solutions to transform meeting dynamics. By addressing these challenges, you can enhance your organizational culture and gain a competitive edge. Stay tuned to learn how to turn every meeting into a strategic tool for success.

Solutions to the five meeting pitfalls that reveal your organization’s culture

Picture this: one meeting buzzes with energy, ideas flowing freely as the team reaches new heights of innovation and alignment because everyone is clear on their goals and roles. Another meeting with the same people, however, feels like a slow trudge through mud—disjointed, aimless, and draining.. These starkly different experiences are not just isolated incidents; they are windows into the soul of your organization’s culture.

‍In the first post of this series, we explored the challenges of unproductive meetings and how they mirror deeper organizational culture. Leaders set the tone for meetings and are accountable for their quality. Today, we'll delve into the five most common meeting pitfalls and share actionable insights from our BTS client experiences to help you overcome these challenges. By addressing these issues head-on, you can lead meetings that both enhance your company’s culture and accelerate business results.Here's how you can start turning the tide on ineffective meetings and use them as a catalyst for positive change:

1. The pitfall: Meetings that have no clear purpose or plan.

The conversation meanders as employees watch the minutes tick by and wonder, “Why am I here?”‍

The solution: State the purpose before the meeting starts. Keep it short and make sure it is clear. A good meeting has a single, clearly defined purpose. Are we meeting to share information? To solve a problem? To generate ideas? The meeting may involve different types of discussions, but ultimately those discussions should align with the purpose. If people are clear on the purpose before they join, they will come better prepared and be more engaged. They will know what meetings they need to be there for, and when to politely say “no” or have a colleague represent them. And you as the leader will guide the conversation more effectively because everyone has prepared for the same purpose.

2. The pitfall: At the end of a meeting, nothing seems different, new or clear.

When participants leave with no new actionable information or insights, no decision to guide them, or no input to weigh for a future decision, it can lead to overwhelm and in the end – frustration as nothing new happens as an outcome of the meeting.‍

The solution: Set and share a meeting target at the beginning. Think of the target as the meeting’s conversational destination that everyone is driving toward together, which adds specificity to the meeting’s purpose. Aligning expectations on a target focuses the conversation. It gives you the opportunity to uncover other agendas that might be lurking ready to derail the progress. Finally, it allows everyone to assess the group’s progress toward the stated target at the end of the meeting, and what enabled or hindered it.

Consider these examples:

• Meeting purpose—Information sharing.
• Meeting target—Everyone will gain an understanding of the priorities of each department and can help or stay out of the way as needed.
• Meeting purpose—Problem solving.  Meeting target—Everyone will agree on an approach for handling delinquent accounts before the end of year.
• Meeting purpose – Connection and relationship building. Meeting target – Everyone will get a deeper understanding of each other, areas of work, priorities and other key beliefs, allowing us to work better together

3. The pitfall: Lopsided participation.

We've all endured meetings derailed by unhelpful tangents. Meanwhile, some participants remain silent, either because they are uncomfortable, feel unequipped to contribute, or don't see the meeting's value. Attempts to steer the conversation back on track may fail, especially with dominant personalities overpowering the discussion.‍

The solution: Active participation only. To counter lopsidedness, invite participants selectively. Ask yourself, "Who must be at this meeting to achieve the desired target?" Invite only those individuals. Break the habit of inviting people just because they've always attended. Observers often disrupt and distract. Meetings should be for active participants, not disengaged attendees or "spectators."

If essential participants tend to dominate conversations, address this privately. Share your expectations and coach them on the rules of engagement if necessary. The challenge lies in defying the unspoken social and political norms of your organization by inviting only those necessary to achieve the meeting's purpose. The larger the meeting with peripheral participants, the more it signals low organizational trust.

While limiting invitations might feel like a power move or a career risk, it's essential to clearly articulate your rationale for keeping the invite list focused. You can also seek advice from colleagues on who the essential participants might be. Understand that the first attempt to invite a smaller crew will be challenging, and subsequent efforts might be as well, but the benefits will be worth it.

Engaging the right participants allows the participants to feel buy-in, experience effective implementation, and co-author a future that aligns with your strategic goals.

4. The pitfall: the meeting ends with no defined next steps.

When no one knows what needs to be done, by whom, or by when, you can be sure of one thing: nothing will happen. If the only clear next step is to have another meeting on the same topic, you have failed.‍

The solution: outline topics and topic owners in advance. The purpose is the reason to move; the target is the destination; the topics are the stepping stones to get there. List the necessary topics to reach the target.

For each topic, define one outcome and assign an “owner” to lead the discussion and handle related action items. This owner drives the group to agree on the next steps before moving on. This approach not only ensures clarity but also shares accountability and balances participation.

Arrange the topics from most to least important, ensuring all are essential to the target. Cut any non-essential topics.

5. The pitfall: we’re always in meetings and never able to get things done.

Meetings often drag on to fill the allotted time, or worse, participants rush through important discussions before the clock runs out.‍

The solution: schedule realistically. Schedule meetings based on the actual time needed to achieve the target. Not every meeting requires an hour—some may only need 20 minutes, while others might warrant an entire afternoon. Consider a meeting’s duration as a contract with the group. Overrunning the time signals a shortage of respect for participants and their time. If this happens regularly, look into the cultural norm that tolerates this cycle of delay. If the agenda is packed and you’re concerned about time, assign a timekeeper to monitor progress against the plan. Alternatively, defer some topics to another meeting. It’s better to have thorough discussions on fewer items than to give only token consideration to important topics.

By examining your current meeting practices, you can uncover inefficiencies that reveal deeper cultural issues. Whether it’s lack of preparation, poor time management, or dominant voices, each clue helps you make intentional changes. Redefining culture doesn’t require sweeping changes; small, deliberate steps in how you lead meetings can make a big impact. Start by clarifying meeting purposes, ensuring active participation, setting clear next steps, and scheduling realistically. Every meeting is both a microcosm of your culture—and an opportunity to reinforce your organization’s values and goals.

Imagine the ripple effect: a team leaving each meeting energized and aligned, spreading a culture of accountability, collaboration, and innovation. Small meeting changes can lead to a profound culture transformation. Remember, every well-led meeting sets the tone for a winning culture.

A talent leader’s guide to critical role planning

To thrive amid massive changes from economic upheavals to AI transformation, today’s organizations must be able to adapt, recover, and grow stronger in the face of adversity – they must build resilience.

What truly makes an organization resilient? It’s not just strategic plans or operational efficiency; fundamentally, it’s about people. Resilient organizations are those that recognize the critical roles within their teams, nurture talent, and create a culture where adaptability and innovation are the norms.

At the recent Society for Industrial and Organizational Psychology (SIOP) Annual Conference in Chicago, BTSers Lynn Collins, Maia Whelan, and their esteemed panelists led a compelling discussion: Critical role strategy for organizational resilience. The session focused on how identifying and nurturing critical roles can help organizations build resilience in today’s rapidly evolving business landscape. This blog explores actionable strategies from the panel discussion for talent leaders looking to redefine critical role planning and build organizational resilience.

What is a critical role?

A critical role isn’t confined to the executive level. Effective leadership and organizational success depend significantly on roles scattered throughout your organization.

Middle managers, for example, serve as essential bridges between strategy and operational execution: they ensure that the organization’s broader objectives are translated into actionable tasks that teams can understand and implement. Project leads are also at the helm of initiatives that can redefine the business landscape for a company. They deploy new technologies, spearhead market expansions, manage diverse teams, and maintain project coherence to drive transformation.

The challenge with critical role planning, therefore, lies in the fluid nature of what constitutes a ‘critical role’. Agility in reevaluating and recalibrating these roles allows organizations to respond dynamically to new challenges and opportunities. In the pharmaceutical industry, as companies increasingly shift their focus towards biologics, the roles responsible for managing these technologies become increasingly important. Similarly, in the financial sector, roles that steer digital transformations are pivotal.

Identifying and fortifying these critical roles is paramount. This involves not only recognizing the key positions, but nurturing the talent within through a thoughtfully crafted, future-focused talent development strategy.

Nurturing talent is the key for organizational resilience

Investing in talent goes beyond filling positions; it’s about preparing your organization to face future challenges while bolstering current capabilities. This investment significantly impacts turnover, retention, and promotion rates, contributing positively to both the individuals involved and the organizational culture at large.

At BTS, we see common themes with our clients across industries:  

• Talent strategy is essential for safeguarding organizational resilience. This includes adopting a digital mindset, not just externally by hiring new talents, but also internally upskilling existing employees to meet new challenges.  

• Enhancing emotional intelligence is equally vital in enabling the workforce to manage stress and adapt to changes effectively.

• Strengthening business acumen across all levels of the organization is also crucial for fostering resilience. Employees are better equipped to make informed decisions that align with strategic goals when they develop a keen understanding of business operations and market dynamics.  

This comprehensive approach—combining technological proficiency, emotional intelligence, and business insight—ensures that teams are not only competent but also agile and strategic in the face of ongoing challenges.

6 ways talent leaders should think differently about critical roles  

Here’s what you can do to think outside the box to enhance both individual and organizational performance through critical role strategy:

1. Broaden the definition of critical roles: Talent leaders should evaluate roles based on their actual impact on the organization, rather than focusing on organizational hierarchy.
2. Foster role flexibility: Encourage a culture of adaptability by regularly reassessing and recalibrating critical roles. This ensures roles can be defined to align with evolving strategic needs and current business priorities, keeping the organization agile and responsive to change.
3. Use data-driven role analysis: Use data to track the effectiveness of critical roles in real-time and adjust role criteria based on evidential data rather than intuition.  
4. Create a proactive talent acquisition strategy: Talent leaders should engage in continuous talent scouting, not just when a role becomes vacant. This involves understanding the talent landscape and building relationships with potential candidates before the need arises.  
5. Decentralize talent decisions: Empower local managers and teams to make critical talent decisions to ensure that those who are closest to the work have a say in who fills pivotal roles. This approach can lead to more informed and effective placement decisions. To maintain rigor and ensure consistency, establish clear guidelines and accountability frameworks. This helps maintain high standards across all decisions and strategically aligns talent management with broader organizational goals.
6. Enhance diversity in critical roles: Actively work to increase diversity within critical roles. This involves not only recruiting a diverse workforce, but also creating pathways for diverse talent to advance into these roles. Diverse perspectives can lead to more innovative solutions and resilience against market disruptions. Comprehensive mentorship initiatives, equitable advancement opportunities, and ongoing diversity trainings ensure that all talented individuals have the chance to significantly contribute to the organization.

These strategies are designed to help talent leaders transform their organizations into agile entities capable of anticipating and responding to rapid changes. This fosters a culture that not only values but thrives on adaptability, proactive talent development, and strategic foresight.  

Invest in your people

As a talent leader, your influence is pivotal in steering your organization towards greater resilience. By redefining and enriching critical roles and the talent that fills them, you’re not just preparing your organization to face future challenges but to excel amidst them.  

This requires a commitment to pushing the boundaries of traditional talent management by:

• Taking innovative approaches to career development

• Using predictive analytics to better understand and deploy talent in critical roles

• Embedding continuous growth and feedback into your culture

Such efforts ensure that critical roles are not only filled with competent individuals but are also continuously evolving to meet the demands of a dynamic business environment. By doing so, you transform resilience into a powerful competitive advantage, ensuring your organization remains agile, forward-thinking, and robust.

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Believe the hype

If you have people you care about (clients, friends, family) who are stuck with the idea that “AI is just hype” or “Tech theater,” today is a good day to help them get unstuck. Before they fall behind.  The first half of this year has seen a huge rise in AI adoption around the world. According to at least one survey, corporate adoption will reach 72% in 2024 which is a significant increase from the previous year. AI usage has doubled, with 65% of companies—our clients among them--now integrating it into their operations. Key sectors like energy, technology, and media are leading the way.  Custom AI solutions are becoming more common as they address specific business needs.

Interestingly, while concerns about AI inaccuracies (“hallucinations”) persist, these concerns are not stopping organizations from leaning in and using it. Nor should they, if you have well defined and communicated “Golden Rules” in place to create guard rails, outline protocols, and set expectations. Fear is giving way to excitement and curiosity. Moreover, firms embedding AI report legitimate revenue boosts, especially in supply chain management. Is this my confirmation bias kicking in? This closely tracks what we’re hearing from our own BTS clients, directly.  

Use AI to get stuff done  

A lot of people are busy and feeling burned out. And if they (you?) are not using Generative AI, then they (you?) are missing an opportunity to improve things. It’s just a fact. The teams and leaders that we see leaning in and experimenting together are seeing real benefits from their collaborations. By way of example, see a recent feed from our own “AI for Admins” Slack Feed.

The tools are out there and easy to find

There are many tools available to use AI to do serious work with AI. Many companies – like ours – have set up a portfolio of resources – some proprietary, some not—for their internal teams to use, and also to share with clients. That is a great place to start. You will find there are an abundance of articles out there now with functional or industry-specific ways to tap into the available technologies like ChatGT, to provide you with even more insights to get started.  It’s easy to ramp up quickly to do serious work - get advice, discover insights, generate ideas, write, produce reports, fill out forms, discuss strategy, craft proposals, etc.….and the resources are available to you 24x7. The bottom line is that whatever you do at work, you can ask AI. Follow the Golden Rules, and you will do this safely.  

The resources keep getting better

If you are among those people tinkering, then you will have noticed AI can do a lot more today than the last time you looked. Like what? IT can connect to the internet, make images. do data analysis, watch video, read files, and work with documents. You can also create your own bespoke GPTs. The point is you can do it all on your own. You don’t need contractors. You don’t need digital experts. You can do it yourself, or with your team, today.  Of note…so can your competitors. They already are and getting great benefits. So consider that when you are next faced with the option to try it – or not—to help you get more work done, better, and more quickly.

Your AI is already obsolete

It’s worth noting that by the time you read this, the list of capabilities above might already be outdated. For sure the version of AI you are using today is the weakest version you will ever use in your lifetime. As good as AI is today, today is as bad as it will ever get. You are working today with the “Shoe Phone” of AI. And that’s being generous. The next round of AI models will be way more capable. And those with the mindset and skillset to use them will benefit exponentially more from those new capabilities. Those who don’t, won’t.  

So believe the hype. Help others get unstuck. And use your tools to learn, practice and master working with AI. For those who do, things will only get better, and more exciting, from here.

 
Want more inspiration about using AI in your business? Check out this post.

In the dynamic landscape of corporate culture, an engaged workforce isn't just a nice-to-have; it's a necessity for fostering growth and competitive advantage. According to Gallop research, companies with high engagement levels see 17% higher productivity, 20% higher sales, and 21% higher profitability compared to companies with low engagement levels. Towers Watson found that companies with high engagement levels enjoy a 6% higher net profit margin, and organizations with highly engaged employees experience a 3x increase in operating margins.

These compelling figures underscore a crucial insight: engagement isn't merely a metric; it's a powerful driver of business success. Understanding how engaged your employees are provides critical business information if you want to deliver revenue and growth impact. The challenge is getting that insight in a timely, accurate, and nuanced reflection of the flow of work.

Traditionally, annual engagement surveys have served as the bedrock for measuring employee sentiments and have become standard practice at many companies. But they have their limitations, and as the workplace evolves, so must the approach to measuring and analyzing this. This brings us to the next generation of employment engagement tools, which offer leaders robust and actionable insight into employee engagement.

Standard engagement surveys: a useful but limited perspective

Engagement surveys are typically conducted annually or bi-annually, offering a snapshot of employee sentiment at a single point in time. This is a useful check point, but it means that leaders miss insights from tapping into employee sentiment at multiple points throughout the year. This can delay the identification and resolution of issues that affect employee satisfaction and productivity.  
Annual engagement surveys also typically aggregate individual responses to gauge the team's temperature, potentially glossing over crucial differences among smaller teams and functions. For instance, a high score in one team might mask serious challenge in another, leading to misguided or ineffective interventions. Another drawback is the one-way nature of the insights. Employees fill out the survey, but don’t have an opportunity have a dialog about their experiences, and leaders can’t respond back, beyond a broad-brush plan to address the overall results.

A new era of employee engagement insights: continuous, real-time feedback

Modern tools for employee engagement represent a seismic shift in how companies connect with their workforce—and BTS is thrilled to introduce YUMI into the BTS portfolio. YUMI is a platform that empowers organizations to drive change at scale through real-time feedback. By continuously gathering data on employees' experiences and opinions, the platform consolidates this information and shares it back with both individuals and the organization. This enables everyone to adjust and explore new ways to support the adoption of new behaviors. YUMI provides a real-time, comprehensive view of employee sentiment and what is required to transform ways of working. It identifies issues as they arise and fosters a two-way flow of information, driving action. Unlike traditional surveys, YUMI collects data over an extended period (4-6 weeks), ensuring more reliable insights that reflect trends rather than isolated events.

What a better view of employee engagement gets you

Consider the value of these elements in improving your employee engagement:

• Uncovering points of leverage: One of the critical features of an engagement platform is social network analysis. This capability helps pinpoint where friction points and enablers within the organization lie and identify individuals who can either impede or drive change. Such insights are invaluable as they enable targeted interventions that can help foster a more cohesive and motivated workforce.

• Reaching every corner of the organization: Another significant advantage of modern engagement tools is their ability to connect with dispersed employees—those not typically reached by standard methods. It can be a challenge when you are trying to reach distributed workforces – like shop floors, retail stores, warehouses, delivery fleets, home offices, where employees might feel disconnected from the heart of the organization. Engagement platforms can bridge this gap, ensuring that every voice is heard, and every sentiment is accounted for, enhancing the inclusivity and effectiveness of engagement strategies. YUMI aggregates data that are useful for the users that generate them, making the data more reliable and actionable.

• Making change a social endeavor: An important outcome of the increased engagement and interaction enabled by a platform like this is that it serves to make change a social endeavor, shifting it from a transactional business activity to an individual and a team effort, helping to shape a more dynamic, responsive corporate culture. By providing each user with insights and recommendations based on the data collected, YUMI engages users in improving their own awareness and self-regulation. This transforms the act of tracking data into a collaborative effort of listening and acting together, reducing the need for final reports and disseminations.

Building on the best of both worlds

Integrating modern engagement tools with traditional surveys leverages the strengths of both approaches. There is still an important role for engagement surveys, whether it be to provide data to the Board or track overall trends, while adding depth and timeliness to the insights gathered. For example, a company could continue its traditional surveys to provide annual reporting requirements while implementing more frequent, targeted campaigns using a tool like YUMI to address specific issues or departments.

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The challenge for today's leaders is clear: to engage a diverse, often global workforce in meaningful ways that promote long-term organizational health and employee satisfaction. As we look forward, the integration of innovative engagement tools into the corporate strategy will be a pivotal leadership tool, enabling your organization to thrive amidst constant change.

Traditional employee engagement methods in large organizations often come with a host of challenges:

1. Infrequency of feedback: Traditional engagement surveys are typically conducted annually or bi-annually, which means they may miss changes in employee sentiment that occur throughout the year. This infrequency can delay the identification and resolution of issues that affect employee satisfaction and productivity.

1. Lack of nuanced insight: Annual surveys often provide a broad overview rather than detailed insights into specific issues or departments. This can lead to a one-size-fits-all approach in addressing problems that may not be effective across different parts of the organization.

1. Disengagement of non-office employees: Employees who are not based in corporate offices, such as those in retail, logistics, or on the factory floor, often receive less attention in traditional engagement strategies. This oversight can lead to significant gaps in understanding and managing their engagement levels.

1. Cultural stagnation: Relying solely on traditional surveys can prevent a company from adapting to new engagement practices that encourage a more dynamic, responsive, and thriving work culture.

1. Data timeliness and relevance: The data collected through annual surveys can quickly become outdated, failing to reflect current employee feelings or the immediate impact of recent changes within the company.

By integrating modern, real-time engagement tools with traditional surveys, you can transform the way you understand and improve employee engagement. This approach not only provides continuous, detailed feedback but also ensures that all employee groups, regardless of their location or role, are effectively reached and valued. As a result, you foster a culture of thriving and engagement that evolves with your workforce, promoting long-term organizational health and satisfaction. Embrace this new era of employee engagement and watch your organization flourish.Here are some prominent studies and findings that support the crucial role of employee engagement in organizational success:

1. Gallup's State of the American Workplace Report: Gallup has consistently found a strong correlation between high engagement levels and performance outcomes across different organizations. Their research indicates that companies with high engagement levels see 17% higher productivity, 20% higher sales, and 21% higher profitability compared to companies with low engagement levels.

1. Hay Group Study: According to a study by the Hay Group, offices with engaged employees are up to 43% more productive. This productivity is often attributed to engaged employees demonstrating a stronger alignment with the company’s objectives.

1. Harvard Business Review Analytic Services: A report by HBR Analytic Services found that 71% of respondents rank employee engagement as very important to achieving overall organizational success.

1. Towers Watson Global Workforce Study: This study suggests that companies with high engagement levels enjoy a 6% higher net profit margin. Towers Watson also found that organizations with highly engaged employees experience a 3x increase in operating margins.

1. The Engagement Institute: Research conducted by The Engagement Institute estimated that disengaged employees cost U.S. companies between $450 billion to $550 billion annually in lost productivity.

1. Bersin by Deloitte: Their research found that organizations with highly engaged employees had a 31% lower voluntary turnover than organizations with ineffective engagement strategies.

These studies underline the direct impact of employee engagement on key business outcomes, including productivity, profitability, customer satisfaction, and employee retention. Leaders who prioritize and actively manage employee engagement can secure a significant competitive advantage, driving their organizations towards greater success.

Thailand’s top organizational development and leadership business, complementing BTS' rapidly growing business in Southeast Asia

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STOCKHOLM, SWEDEN – BTS GROUP AB (publ.), a leading global strategy implementation firm, has agreed to acquire the talent development and learning business and the related assets of Seasia Leadavation Company Ltd (SEAC), based in Bangkok, Thailand. SEAC is owned by the publicly listed AP (Thailand) PCL.

Founded originally as the APM Group in 1992, SEAC is a leading leadership and talent development company in Southeast Asia. In the past 32 years, SEAC has served over 1,500 organizations and 3 million leaders and learners on their mission to grow and empower people and organizations. APM was incorporated into the AP Thailand Group in 2017, operating under the SEAC brand.

With an office in Bangkok and operating in the Southeast Asia region, SEAC delivers world-class, impactful leadership and talent development solutions through their proprietary, innovative and smart learning processes and technology platforms. SEAC’s solutions help their clients transform their work models, build essential future capabilities, and drive powerful cultural changes to successfully execute their strategies.

With a highly experienced team of more than 50 consultants and specialists who will join BTS as part of the transaction, SEAC generated approximately USD 6.5 million in revenue in 2023 and is on track for solid growth in the current year.

The consideration, including assumed debt, amounts to USD 7.5 million, of which USD 6.0 million is due on completion. The remaining payments are due in the coming months, following certain milestones being met. The transaction is effective as soon as the completion procedures have been finalized, which is expected in the coming days.

The Southeast Asia operation is one of the fastest growing businesses in BTS and Thailand is a large and growing market with many prominent clients. With SEAC’s impressive portfolio of both local and global companies operating in the region, with only limited overlap with BTS, its learning experience platforms, an innovative portfolio of solutions and the proprietary 456 Smart Learning experience design and delivery processes, the acquisition of SEAC will significantly enhance BTS position in Thailand, strengthen its market presence in Southeast Asia and pave the way for additional strong growth in one of the fastest growing regions in the world.

“We are really excited to welcome the SEAC team to our family,” says Philios Andreou, Deputy CEO of the BTS Group. “Their focus on client results, the quality of their innovative learning methodologies, their entrepreneurial spirit, passion and great team will be a perfect fit with BTS’ organizational DNA and values. As the two business integrate, we see opportunities to increase profitability further over time.”

Following the integration into BTS, SEAC’s team will be able to accelerate their personal development and the company’s growth and expansion into new markets. “Since our early days at the APM Group, our passion has been to serve and grow organizations and people in Southeast Asia. Joining BTS will exponentially allow us to do more of this,” says Arinya Talerngsri, current Managing Director of SEAC.

“The combination of our skills will create a ’dream team’ to facilitate our client’s growth and success locally and globally,” says James R. Engel, SEAC’s Chief Learning Architect.

SEAC’s organization will be merged with BTS Thailand, part of BTS Southeast Asia but its solutions, methodologies and platforms will also be sold and leveraged throughout the entire BTS Group.

“The mix of people and assets that SEAC brings to BTS, combined with our current presence, will strengthen our leadership position in the region, enabling us to scale the impact on our clients’ businesses and reach a higher number of leaders. We are excited by the vast opportunities ahead as we join forces,” says Gianfranco Di Maira, partner and Head of BTS Southeast Asia.

BTS’s strategy for acquisitions aims to create a broader base for future organic growth while actively consolidating in a highly fragmented market. Through its acquisitions, BTS seeks to serve new and existing customers with innovative services.

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‍For more information, please contact:

Philios Andreou, Deputy CEO
BTS Group AB
‍philios.andreou@bts.com‍

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Michael Wallin, Head of Investor Relations
‍michael.wallin@bts.com
Direct: +46 8-587 070 02
Mobile: +46 708 78 80 19‍
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About BTS Group AB‍

BTS is a global professional services firm headquartered in Stockholm, Sweden. BTS has about 1,100 professionals in 38 offices located on six continents. BTS competes in both talent and HR consulting as well as the traditional consulting markets. BTS’s services support a broad range of client challenges including top-to-bottom and on-demand leadership development, talent selection and readiness, strategy creation and strategy implementation, as well as culture and broad-scale change. For over 35 years, BTS has been focused on the people-side of change and on powering better performance using proprietary simulation, learning, coaching, and assessment methodologies. We partner with nearly 1,200 organizations, including over 40 of the world’s 100 largest global corporations.

BTS is a public company listed on the Nasdaq Stockholm exchange and trades under the symbol BTS B.

For more information, please visit www.bts.com.

Each year we’ve hosted select non-profit leaders from around the NYC area to share some of what we know about effective leadership. These leaders range from global entities such as the World Bank Group, Global Business Coalition for Education, UNICEF and their Education Cannot Wait initiative. They come from key New York city departments such as the NYC Public Schools, and NYC School Health.

They lead regional organizations serving youth and children, such as Sandy Hook Promise, Center for Whole Child Education, and Year Up. And they are also leaders from smaller community and neighborhood focused organizations such as South Bronx United and NY Cares.

This type of giving back is key because it changes how the leaders view themselves. Many non-profit leaders are servant leaders – they give and serve others and rarely serve themselves. Indulging – as they frequently view it - in their own growth and development is often put off, or at best, continuously moved to the bottom of the list.

As a result, many leaders have an antiquated / more traditional / stereotypical view of how the leader should act and behave. It’s the old ‘the leader leads and the rest follow’ mentality. The leader is expected to be the all-knowing sage on the stage. And as such many leaders feel personally inadequate because they don’t have all the answers, when they assume they should. It is imposter syndrome built on a false interpretation of leadership.

Leaders who are curious, agile, trustworthy, and relationship driven tend to get better results and more harmonious teams. Those who ask questions and seek input, tend to be able to bolster growth and belonging to a cause or a mission. Leaders who bring their emotions, and their emotional intelligence, with them to the workplace, tend to develop stronger connections and networks.

What many of these non-profit leaders are learning is that their mission alone often isn’t enough to keep the organization moving forward. Even purpose-driven entities need great leaders and leadership.At the beginning of the day we asked people why they were here, and the most common refrain was:

‍"I never take time for myself. I’m always looking after others or other things. I was determined to make time for myself and my growth."

‍Great leaders work on their leadership. They understand that leadership takes thoughtful practice and they understand that they can always grow and improve. Too often though, leaders push this need to the back of the list. Duties and tasks take over. The competencies of the effective leader become swamped by the realities of managing the day-to-day.

Allowing these leaders to take a day for themselves and a day to learn how they can grow as a leader is a key way we give back to our communities. In doing so we are helping them, their teams, their organization, and all the many communities and community members that they serve.

‍"Thank you for a wonderful day of learning, self-reflection and connection! The content, facilitators, attendees and venue exceeded my expectations - especially for a professional development opportunity provided at no cost."

"Friday was wonderful!!! As I mentioned, the timing was perfect and the day was restorative and insightful. Thank you for the opportunity and hopefully more soon!"

"Thanks again for a wonderful day of learning and connecting! I truly enjoyed my time with both of you and all of the attendees."

"Thank you for an incredible day. Friday was enriching!"

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‍Join us we host a series of these NFP Day across the US and Canada.

STOCKHOLM, SWEDEN – BTS GROUP (publ.), a leading global strategy implementation firm, has agreed to acquire the business, operations, and assets, notably the intellectual property and technologies, of Wonderway GmbH. Wonderway is a pioneering early-stage startup specializing in AI-powered sales performance SaaS products headquartered in Berlin, Germany.

Wonderway’s flagship AI sales coach product turns every client sales meeting into practice. The AI sales coach uses its proprietary Sales-led Intelligence Coaching Engine (S.L.I.C.E) to automatically score sales calls, provide objective, targeted coaching in real-time, and deliver ongoing data-driven insights to sales executives. It helps organizations enhance their performance across sales teams and change behavior to align with the company’s critical sales plays. It also addresses key challenges such as wasted sales training due to poor real-time data on strengths and gaps of the sales teams and mediocre sales leader coaching.

“We are excited to welcome the Wonderway team to BTS,” said Jessica Skon, CEO of BTS Group AB. “Their cutting-edge sales AI tool, broader proprietary technology and strong team of experts in both AI & sales performance, strengthens our ability to deliver ongoing behavior change at scale for our clients. The product allows us to provide real-time data analytics and stay on top of the unique sales strengths and gaps of our clients, fueling an improved partnership model providing ongoing, continuous change and performance support. In addition, we see potential to use this technology across several of our other services over time. Together, we can then set new standards in the consulting and training industry.”

“Joining BTS is a significant milestone for Wonderway,” said Bowen Moody, CEO of Wonderway, who together with other key Wonderway employees have committed to stay with BTS at least for the coming four years. “We are transforming how companies improve the performance of their sales teams and combining our technology with BTS consulting and training services is exactly what our clients are asking for. They don’t just want the technology, and they don’t want old approaches to training that aren’t taking advantage of what’s possible with AI. This partnership will enable us to scale our solutions globally and provide even greater value to our clients.”

The acquisition includes a limited initial cash consideration. Additional purchase price considerations will be paid between 2024 and 2028 provided the acquired business meets specific targets during that period. The transaction is effective immediately.

BTS’s acquisition strategy focuses on creating a broader base for future organic growth while actively consolidating in a highly fragmented market. Through acquisitions, BTS aims to broaden its customer base, strengthen its geographical footprint, and expand its portfolio of service offerings.

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‍For more information, please contact:

‍Jessica Skon
CEO
BTS Group AB
‍jessica.skon@bts.com
‍+1 415 203 1760

Michael Wallin
Head of investor relations
‍michael.wallin@bts.com
‍+46-8-587 070 02+46-708-78 80 19

‍About BTS Group AB

‍BTS is a global professional services firm headquartered in Stockholm, Sweden, with about 1,100 professionals in 36 offices located on six continents. For over 30 years, we’ve been partnering with our clients to enable strategy execution. At BTS, we believe that success comes from people understanding how their daily work impacts business results, so we provide the skills, tools, and knowledge your people need to take the right action at the right moment.We are experts in behavior change and care deeply about both delivering results for our clients and ensuring that their people do the best work of their lives. Our engagements range from embedded multi-year transformation projects to brief, targeted capability development.It’s strategy made personal.Our primary practice areas include Change and transformation, Leadership development and Sales and marketing. In support of offerings from our primary practice areas, we have centers of excellence in Assessments for talent selection and development, Business acumen and innovation skill-building and Coaching as a practical tool to shift mindsets and turn strategy into action.We’ve partnered with over 1,200 organizations, including over 40 of the world’s 100 largest global corporations. Our major clients are some of the most respected names in business: Salesforce, SAP, Abbott, Tetra Pak, EY, Tencent, Vale, and BHP.BTS is a public company listed on the Nasdaq Stockholm and trades under the symbol BTS B.For more information, please visit www.bts.com.

In a landscape where big and small decisions can have meaningful impacts on an organization’s strategic and cultural direction, building intentional and healthy decision-making habits is essential.

What makes for “healthy” habits is determined by the company’s growth stage and current needs. For mid-size companies, the balance between rapid growth and operational efficiency can be particularly challenging. Changing roles, evolving leadership expectations, and shifting customer demands put pressure on the organization to work in new ways, while also maintaining focus on the top and bottom line. Many senior leaders in this stage of evolutionary growth start noticing decision-making paralysis that causes delays, frustration, and stalled progress.

The bottom line is, as organizations transition into new stages of maturity, decision-making norms also need to transition. Unlocking performance often requires a decision rewiring to address new points of friction caused by changes to the complexity of the business and the ecosystem.

Why decisions matter now more than ever

Mid-size organizations face unique pressures that complicate decision-making:

• Rapid technological advancements requiring timely adaptation
• Evolving customer needs demanding quick, effective responses
• Increased market competition due to lower barriers to entry
• The necessity of providing personalized, integrated solutions
• Increasingly interdependent business models requiring more flexible decision-making
• A growing reliance on diverse perspectives and collaborative decision-making

These factors are reshaping the stakes for businesses, making high-quality, swift decision-making not just advantageous but essential for staying competitive.

Five key steps to elevating decision-making in your organization:

Our research and experience have found that there are five key steps to moving the needle on making better, faster decisions, that will enable you to move beyond the friction.

1. Identify areas for change: Understand the current pain points and what’s at stake if nothing changes. This is about determining the scope and nature of the issue.
   • Scope-wise, are the decision-making challenges isolated to a certain team, level, or function? Or is this a broader, integrated issue spanning intersection points of the organization?
   • Regarding the nature of the issue, is there a knowledge/clarity gap that can be fixed with information or skill development? Or is it the challenge more nuanced and driven by patterns of behavior that have been engrained over time and now need to shift?
2. Assess your current decision-making landscape: Diagnose the root cause by examining what decision-making looks like in practice today, finding the specific sticking points and digging into the drivers of the behavior. For example, are there certain processes in the way that no longer work for the company? Is there misalignment around what tradeoffs are acceptable? Are cross-functional teams operating from different truths because of mismatching data? This foundational clarity is key to moving forward.
3. Define necessary shifts and tools: The findings of steps 1 and 2 lead to setting clear priorities on the few, targeted aspects of decision making that are most important to address now and then supporting the organization with tools to help make clear “how” to address them. For example, for a company with a matrix structure, this might mean moving from multiple decision-makers to a single, empowered decision sponsor.
4. Make it tangible and actionable: Bring the conceptual to the practical. Create simulations and working sessions to help your team practice new decision-making processes in a safe environment. Do focused skill-building in the areas leaders most need to make decisions in new ways, such as decision framing, constructive debate, and influencing.
5. Embed and reinforce new practices: Ensure that supporting processes and systems reinforce the behaviors you want to see. For example, review approval processes, accountability mechanisms, and after-action reviews and if needed, change them. Use regular feedback mechanisms to reinforce behaviors and adjust as necessary.

Decisions shape the future of your organization. And as a leader, you must recognize when the decision-making environment is out of alignment with the business direction or the culture that you want to create. From there, these steps need not be overly complex or burdensome. The key is to truly understand the core decision-making challenges - and what systemically needs to change given where the organization is now and where it’s going - before moving to solutions.

The steps you take today to improve decision-making will lead to a stronger, more resilient tomorrow for your organization.

It’s no secret to any organization or senior leadership team who has tried to drive transformation that getting change to happen – and stick – is harder than ever.

Change needs to happen faster, more frequently, and Boards and shareholders have less patience. When it comes to frustration about making change happen, the biggest thing we hear from our clients is that people are experiencing change fatigue. In fact, at this point, there is likely not a single organization that doesn't experience change fatigue. This makes the leaders’ job of engaging the organization in new behaviors and new ways of working harder than ever. Never mind trying to do it at scale. How do you include thousands, tens of thousands, even hundreds of thousands of people in change in an organization?

Our research and experience show us that change is something that has to be inclusive in an organization. It can't be something that just happens to people or is passively received or forced upon them. The organization must be truly engaged with it, and people must feel a part of and like they're contributing to the larger transformation.  It’s the people side of change that moves the needle. Unfortunately, typical change efforts over focus on building new organizational structures, processes, and frameworks, and under focus on building the support for the people side. This is often limited to one-way push communications with no dialog or context, leaving leaders and their teams to figure it out on their own. It’s no wonder that people are tired!

So the question remains how to build that support and engagement effectively, at scale, when the organization – and the individuals – are so overwhelmed? As leaders, you need to be careful about how you engage with people so that it doesn't feel like something additional, burdensome, something that piles on more pressure to an already pressure-filled situation.

The power of meaningful work, autonomy, and connection

Interestingly, research indicates that people don't respond to carrots or sticks, which is why reward-based change programs or punitive ones aren’t effective. This is borne out by the experience of many leaders trying to get their teams back into the office after COVID – to their frustration, neither free pizza nor badge entry tracking linked to compensation get the desired result.

What the research shows actually drives behavior change in individuals is based on intrinsic motivators: when the work is meaningful, important, and a big source of energy. People respond to autonomy, empowerment, and connection to others – which in turn calls for a different kind of leadership to make that a reality.

How this translates into driving change is in the importance of making the daily connection with change, providing feedback and including it in the flow of work for every individual.

Making the daily connection, at scale

The good news is that this is possible. As part of our continuing efforts to innovate to help our clients solve this problem, we have partnered to enable organizations to create two-way engagement with change in the flow of daily work. Through an app called Yumi, organizations have the power to support individuals 1:1 with the on-the-job mindset and behavior shifts required to make the organizational transformation successful.

Built on the behavior change research mentioned earlier, Yumi is a simple and fun app used to support each person and team to adopt behaviors that are more effective and functional to support the strategic goals of the organization. At the same time, the app asks people for their experience and their opinions on it, which creates an empowering two way dialog. Individuals are able to share specifics on what’s working for them, what's not, and where they need more support. They can also provide insights into what they observe in their teams and in the organization and receive the same feedback from others. The app consolidates the data to share back to individuals and the organization, allowing both to make adjustments and try new ways to help enable the new behaviors. And because the app is reinforcing, social and energizing and takes only 3-5 minutes per day, it feels less burdensome and “extra.”

Some of the ways we have leveraged this tool to put change into action include:

• Culture activation and change
• Launching new values, behaviors, leadership principles
• Reinforcing/measuring new behaviors post-development programs
• Shift in ways of working that are largely behavioral – like decision making or agility
• Engaging lower levels of the organization in a change in strategy
• Building change ready habits

The bottom line is that the implementation and execution of anything in an organization happens from the small and large choices that individuals make thousands of times throughout the day, in terms of how they spend their time, how they interact with other people. Embracing the fact that people have autonomy and are able to make all these choices, and then taking the extra step to support them is what changes the game. Imagine the power of providing positive reinforcement in the moment on the critical things that are working, and specific and tips and suggestions on what your people could be doing to be even more successful with their teams and with the organization. And at the same time listening to them, empowering them and demonstrating how you’re using their input to evolve the change approach? What better way to turn change fatigue into new energy, new ideas and bottom-line impact?

To learn more about Yumi, and driving change at scale, listen to this podcast.

The road to strategy execution is paved with great intentions.

It typically starts with much fanfare. After you and your executive leaders have done the hard work to build a great strategy, and the board has approved it, the comms team prepares to launch and go live. Scripts are written, PowerPoints are built, numbers are double-checked, town halls are scheduled.

At first, these communication efforts spark energy. Conversations in the hall and at virtual meetings are sprinkled with references to the new strategy. People start using the right buzz words and adding slides from the road shows to their presentations. Some early experiments and initiatives begin to get traction and visibility. But, as time passes, people revert to their old ways of working. The effort to figure out what they should do differently – and how to make the shift -- feels hard and confusing. It’s easier to ignore the need to change or wait it out.  And renewed efforts to communicate and reinforce the strategy are met with further silence.

We often talk with leaders at this juncture. They are frustrated by the fact that no matter how many times they explain what people are supposed to do, people aren’t acting differently. And the reason for this is simple: a change in information doesn’t equate to a change in behavior. Humans need more than new slogans and mantras to act in new ways and make new choices. There are reams of research dedicated to understanding what we need to do to help people change their behaviors, highlighting approaches and tools to effectively move people in new directions. Yet this research is often cast aside when rolling out a new strategy.

3 principles to move beyond the stone wall

The good news is that people can willingly and happily change if the right conditions for success exist.  Applying the research-backed principles of human behavior and habit formation to strategy execution suggests 3 important principles

1. Purpose and identity matter, especially now.

In most companies, executives tend to focus on organizational goals and mandated cases for change, but metrics like shareholder value, profitability, and market share matter to a very small percentage of employees.

Goals are a less effective motivator for changing behavior than identity, so leaders must start by connecting individual purpose to organizational purpose. This is especially true now as the rapid series of disruptions of the last few years have left people feeling unmoored and craving something bigger than themselves. Given the increased pressure on leaders to return to high growth and peak performance, the opportunity to connect people to the enterprise purpose—–and understand how the strategy will reinforce that—matters now more than ever.

2. Addressing old organizational mindsets will clear the path for future change.

‍Organizational mindsets are often instinctual, second nature, and bigger than any one person in the company. Outdated mindsets left unaddressed will create inertia in your company that will keep you from achieving your aspirational goals. It’s key to identify and understand the new mindsets that are needed to execute a new direction. Here’s how one company made a switch.

A fast-growing pre-IPO software organization attributed its accelerated success to a laser focus on the customer as its North Star. In fact, that focus had become a mantra across the organization. Salespeople would automatically say yes to any request and engineering would build expensive singular design changes if a customer asked for it. When we engaged with them to set a new, more scalable direction, company leaders recognized that they needed to let go of their deeply engrained beliefs and give the organization a new definition. Their North Star would now be about what was best for all of the company’s customers—i.e., scalable platform-based changes. This disruptive provided significant clarity on how to behave differently and set the course for an eventual unicorn IPO offering.

3. Ways of working and structures must change, too.

‍One of the big stumbling blocks to change is the expectation that people will somehow operate differently in the same environment. Executing on new strategies often requires employees to collaborate with different people, use different technology, sell to different buyers or in a different way, and implement other big changes in how they do their work.

Yet the other structures that shape work—what meetings are held, how they are run, who connects with whom, what is recognized, what drives action in the organization—often haven’t changed. It’s close to impossible to move an organization in a new direction if the operating rhythms are sustaining old ways of working. Take this example.

An oil and gas client was undergoing a massive transformation and used quarterly business reviews as a critical measure of progress. The aspiration was to use these meetings to surface challenges and remove roadblocks to achieving strategic goals. Unfortunately, the executive team used them to pepper presenters with hard-hitting questions about performance until they found a weak spot. Preparation for this quarterly gauntlet had grown to consume entire departments, becoming a backward-looking time sink that was emblematic of the opposite of what the organization now wanted to be. So, leadership designed a new meeting that was forward-looking—focused on opportunities, co-creating solutions, and recognizing progress. The stark shift showed that the organization was serious about changing.

Actionable strategy is about engaging the organization, enabling people to change to make the organization ready for its changes, and creating the environment to assess and pivot along the way.

Our work and research have shown that people can and will change—happily—and it’s the role of leaders to provide the conditions for their success.To learn more about how to engage the organization and make strategy execution a success in your organization, check out this white paper.

So much time, energy, analysis and thought go into building a strategy to ensure your organization grows and thrives. It’s your role as a C-suite leader to set a vision and ensure a broad enough perspective. It’s the organization’s job to take that vision – and figure out how to get it done. Isn’t that what your functional leaders and their teams are there to do?

The high failure rate of strategy implementations suggests that in fact this is not a recipe for success. And further, one of the 3 leading reasons why strategy implementations fail is because company leaders place the burden on employees to figure out for themselves how to make the strategy actionable, rather than engage them to figure it out together.

By their nature, long-term strategies are necessarily high level, as painting a multi-year vision for a complex organization to grow, evolve, and thrive requires a certain altitude and necessary lack of details. Most C-suites leave it to the next levels of leadership to “connect the dots,” and make it real for their teams. This is often done through a “cascade” process of breaking down the activities required at each level of the organization to execute on the strategy, communicating those activities and then measuring progress.

The challenge is that the communication, which focuses on broadcasting a mandated case for change, typically flows in one direction. And that’s a big mistake for two reasons:

1. It’s a long way down. The standard approach to communicating down through the organization is like the world’s largest game of telephone, but with a fairly weak signal to start. That initial message about what to do differently is often as high level as a managers’ script with talking points, which poses a real challenge to the next layer of managers, who are left to translate abstract concepts into practical, real-world changes. They often feel accountable for, but unprepared to answer, inevitable questions from their teams yet also feel ill equipped to take action to figure things out.
2. It misses out on all the important intelligence. One way communication down in the organization overlooks the people closest to the customer and the actual work. These are the people who are most likely to see potential gaps and risks in the new strategy. But these front-line workers, along with most of the rest of the organization, don’t see the strategy until after it has been “approved,” at which point the goal isn’t to get their feedback but rather to drive execution and accelerate results. By the time the strategy is cascaded out to the last person in the field or on the floor, it’s far too late to act on what they know.

The common thread is that leaders are waiting on employees throughout the chain of command to interpret and figure out what the new strategy means on a day-to-day basis, without first having brought them into a shared conversation up front. Not given a chance to wrestle with the trade-offs, test the assumptions, and participate in the dialogue, even the most enthusiastic employees are going to have a hard time figuring out what the strategic shifts mean to them personally, let alone how to execute them. Note that this is not about asking all 50,000 people in your organization to weigh in on what the strategy should be. Instead, it is about setting the direction, and then engaging them in the process to understand what the new direction means and how it translates for them. The key is creating the right environment to engage the organization most effectively.

³ ways to bring your leaders and teams into making strategy actionable

1. Make the new strategy real and tangible, as strategies must be experienced to be truly understood. When it comes to engaging people around a new strategy, it’s important to remember that a change in information does not mean a change in behavior. People don’t act until they understand what will be different in their day-to-day work. Senior leaders who can take the conceptual and make it concrete enable people at all levels in the organization to see themselves in the strategy and feel like active players in making it real.[1] Until you take people for a test drive to see and feel what actually changes about their job, you will have a challenging time making the strategy clear.

Take for example a financial services company who made a commitment to double the number of customers in three years by reaching entirely new customer groups with different needs. Frustratingly, efforts had stalled as the prevailing mindset amongst the troops was essentially “wait until someone tells us what to do.” We partnered with them to make the aspiration real and personal for people in the organization. How? For the operations team, for instance, achieving the goal meant that they would be servicing twice as many customers in just one year. We built a visceral experience for the team to see what it would take to handle that many new customers. This way, they could consider the various scenarios of dealing with such a huge increase and debate the most critical investments and process changes. Most importantly, because the group built the new plan together, they were able to move significantly faster in implementation.

2. Build two-way communication at scale. Instead of broadcasting goals, project plans, and checklists, intentionally build two-way communication into your campaign for strategy alignment. This approach will help leaders source ideas and input from those closest to customers. But it will also help those on the ground feel that they are active members on the front lines of the push forward (because they actually are).

A telecommunications company created a retail store strategy around selling more, higher margin products such as accessories. The company told the retail managers to prioritize those sales, but revenues barely budged. The strategy didn’t catch fire until the company asked the managers to become deeply involved in determining the tactics and actions that would make a difference. Once the retail side got fully engaged, sales of accessories easily jumped 20%.

3. Expect all leaders to be leaders of the new direction. The responsibility for revamping your organization shouldn’t fall on the shoulders of a small number of champions. The scale and pace of change for most organizations requires that all managers, from the C-suite to the middle ranks to the factory floor and retail aisle, see change leadership as their first job and have a change-ready mindset. After all, it’s usually the people closest to the work who have the best ideas about how to change it. The job of a change leader is to know how to engage their teams in co-creating the future together so that they can collaborate to solve problems in new ways. All leaders, not just a select few, have to bring a change-ready mindset to the task, so that they can maintain the motivation to bring their teams with them as they lead the charge.

Our work with thousands of leaders and organizations has revealed a core disconnect that can undermine even the best of strategies in the most focused of companies. The disconnect is both simple: Strategy creation and strategy execution are seen as two separate activities, rather than what they should be—an integrated, iterative process that generates a new reality over time for the company and for the people in it. And one of the 3 most important ways to make that process real is by more deeply engaging the people who will have to implement that strategy, and to bring them into the process, and keep them there, from the earliest days to the very end. (Check out this white paper to find out more about the other two.) Start by building engagement from the very beginning.  You’ll be well on your way to making your strategy actionable.

‍[1] Oreg, S., Vakola, M., & Armenakis, A. (2011). Change Recipients’ Reactions to Organizational Change: A 60-Year Review of Quantitative Studies. The Journal of Applied Behavioral Science, 47(4), 461–524.

In today's fast-changing business environment, excelling in Revenue Growth Management (RGM) is essential for Commercial Leaders aiming to boost revenue and profit, both now and in the future.

Unlike traditional methods that confine RGM to pricing actions, forward-looking Commercial Leaders recognize that activating a holistic, end-to-end RGM strategy that is consumer/shopper focused and customer-back, leads to more significant growth and allows leaders and teams to not only anticipate, but actively influence consumer demand and customer needs.

Historically, Revenue Growth Management (RGM) has been approached as a temporary and reactionary project, which was typically led by external experts in response to inflationary markets. This limited approach confined the benefits to a small part of the business and focused on short-term results, rather than embedding RGM as an ongoing, fundamental aspect of business strategy that could deliver sustained, long-term growth.

Today, mature RGM organizations treat RGM strategy and execution much differently, positioning the actions at the center of their strategic operations, embedding capabilities deeply within their organizational processes and ways of working. This transformation is not just procedural but is a shift that forces RGM strategy, tactics, and mindset into every action and function of the business.‍

Strategic integration of RGM at scale: A roadmap for success

1. Build strong in-house expertise: To see the scaled benefits of RGM, develop strong capabilities within your commercial teams and intermediate understanding of your cross-functional teams. When your leaders and teams fully grasp RGM tactics and mindsets, it creates scaled-impact that can be sustained without external reliance.
2. Encourage cross-functional collaboration: The effectiveness of RGM strategy and execution is only fully realized when it involves a fully cross-functional team. Promoting collaboration between sales, marketing, finance, R&D, and the supply chain enriches insights, strategy and execution feasibility, and organizational success.
3. Integrate RGM strategy into key business processes: By connecting RGM directly to critical operations such as budgeting and strategic planning, you ensure that RGM principles are woven into the fabric of annual planning instead of being treated as a one-time project. This integration influences everyday decisions and guides long-term business strategies.
4. Overcome implementation challenges with effective change management: Embracing a robust RGM approach involves substantial change and a shift in traditional revenue growth mindsets. Address these challenges through strong change management practices, aligning team incentives with new strategies and providing clear, successful examples of RGM in action to inspire and motivate your teams.

The competitive edge of building RGM capability across the organization:

1. Encouraging innovation from Consumer-Back: It’s no surprise that RGM should be activated starting with consumer and shopper insights. When truly building a strategy from the consumer-back, you build a mindset and process that is ripe for innovation. This helps your company stay competitive and lead industry trends and demands, instead of reacting.
2. Aligned decision-making for the short and long-term: A thorough RGM strategy speeds up and improves the day-to-day decision-making process of consumer and customer facing commercial teams. It helps ensure that decisions—like setting pricing strategies, choosing promotional activities, or allocating resources—are aligned with the market’s immediate needs and long-term goals for the category.
3. Boosting market responsiveness: In today’s volatile business climate, the ability to swiftly adapt to market changes is invaluable. Decentralizing RGM capabilities enables cross-functional local teams to be agile to market shifts in strategic ways, turning potential challenges into opportunities, while still staying aligned to the longer-term market objectives.
4. Cultivate a results-driven culture: Building RGM roles across the organization allows for greater ownership and accountability to improve revenue and ultimately grow market share. This means a greater population has a direct role to play in driving business performance and are responsible for keeping an external pulse on consumers, shoppers, and customers.

Implementing a cohesive RGM strategy, instilling the right mindsets, and providing the leaders and teams with the tools and processes needed to be successful, is no small feat. However, the revenue, profit, and market share impact can be substantial when an aligned RGM strategy is deployed at scale. This strategic commitment positions your company for enduring success and a powerful competitive advantage in today’s dynamic consumer, shopper, and customer landscape.

Igniting lasting culture change

In the dynamic landscape of modern business, one reality remains constant: organizational culture is the foundation of success. It's the driving force that shapes behaviors, sets expectations, and builds the brand from within. When you recognize that your culture needs transformation, how you navigate that change becomes a crucial factor in determining your overall success as an organization.Embarking on culture change can feel like navigating uncharted waters. Traditionally, leaders have relied on top-down mandates to shift culture, but these often lead to only temporary behavior changes. True cultural transformation requires more than directives—it demands a movement. To embed lasting change, we must harness the collective energy, passion, and innovation of the entire team, creating a unified drive towards a shared vision.

Culture change: shaping a new vision

Before diving into cultural transformation, we need to demystify what culture change truly means. Organizational culture encompasses the values, beliefs, and practices that guide daily activities, interactions, and decision-making processes.When it comes to driving meaningful change—whether due to strategic realignment, merging identities, or sparking innovation—it involves rethinking these foundational elements. This process goes beyond introducing new slogans or redesigning office spaces; it's about fundamentally reprogramming collective thought and actions to align with a fresh, shared vision.

The pitfalls of mandates: Rethinking culture change

Historically, leaders have been viewed as the primary drivers of culture, using mandates to command change. A top-down directive approach for changes like policy revisions or new performance targets may seem intuitive and straightforward.However, mandates have significant limitations that hinder sustainable cultural change. They rarely reach the core of employee sentiment and engagement, resulting in mere compliance rather than genuine buy-in. Without deeper ideological shifts, mandated changes can leave employees disillusioned and resistant, ready to revert to old habits at the first opportunity. True cultural transformation requires more than top-down directives; it demands a collective, inclusive effort that fosters authentic commitment and long-lasting change.

The power of collective action in change and transformation

Successful culture change harnesses the power of collective action. Using this approach, leaders act as catalysts, igniting passion and purpose within their teams. Culture change here becomes a movement that inspires connection and enthusiasm, spreading across the organization through a groundswell of support.By empowering every level of the organization to contribute to the cultural narrative, movements create stakeholders instead of spectators. When everyone is a stakeholder, the change is owned, honored, and sustained.

Culture change: The blueprint for collective success

To drive effective cultural change, leaders must act with clear intention and include everyone in the process. Every step should be deliberate and foster a team spirit that moves the organization forward.

Leadership commitment and buy-in

Leadership guides cultural change. Without a united front, the effort loses strength with mixed messages and indifferent actions. Leaders must fully commit to the change they aim to inspire.

Engaging employees at all levels

Cultural change involves everyone. Participation should flow from the boardroom to the break room. Create spaces for voices to be heard, ideas to be shared, and unity to grow. By involving everyone, your organization will experience the power of shared purpose.

Creating a shared vision and purpose

Cultural change needs a shared purpose. Your team must understand not just what is changing but why it is changing. Your vision should guide every action and decision, aligning with a purpose that resonates with everyone.

Empowering change agents

Identify and empower change agents within your organization. They will lead by example, spreading enthusiasm and driving change in their areas, ensuring the effort is a collective one.

Fostering open communication and feedback: The oxygen of the movement

Cultural change thrives on open communication. Transparent and ongoing dialogue is essential. It must be a two-way exchange, supporting growth and adaptability throughout the organization.

Embracing change resistance

Resistance to change is inevitable, but it is not insurmountable. Acknowledge the challenges that lay ahead and address them proactively to fortify your movement's resolve.

Leveraging resistance

Resistance often stems from fear, uncertainty, or miscommunication. Engage with skeptics empathetically, understand their concerns, and address them with transparency and facts. This approach transforms resistance into valuable insights.

Navigating organizational politics

Cultural change involves navigating organizational politics, which requires strategic finesse. Be aware of these dynamics, ensuring your initiative serves the greater good and isn't derailed by competing interests.

Managing change fatigue

Cultural change is a marathon, not a sprint, and fatigue can set in. Pace your efforts, celebrate small victories, and ensure your team has the support and resources needed to sustain the change journey. This helps maintain momentum and commitment.

Measuring and sustaining culture change

To ensure the longevity of your cultural change efforts, it's crucial to measure their impact and embed the new culture into your organization's core.

Identifying key metrics

Define the metrics that will gauge the health and progression of your cultural shift. These indicators guide your strategy, ensuring the change stays on track.

Continuous learning and improvement

Cultural change is an ongoing process. Foster a learning culture that thrives on adaptability, turning your organization into a model for progressive and powerful culture change.

Embedding culture change into daily practices

Cultural change becomes permanent when it's woven into the daily actions and interactions of your organization. Ensure policies and practices align with the new cultural norms, making the change an integral part of your operations.

In the expansive dialogue surrounding AI systems, biases often take center stage, typically those woven into the fabric of the machines by their human creators.

Yet, an intriguing facet emerges when evaluating the biases rooted within humans, which are illuminated by the presence of AI. Recently, Yunhao Zhang and Renée Gosline of MIT embarked on an exploration of this phenomenon, probing how the identity of the author—be it human or AI—affects the perceived quality and persuasiveness of content. The verdict? Human Favoritism.

Human favoritism

The experiment:

Zhang and Gosline engineered a series of experiments comprising four distinct conditions to unravel the impact of authorship on content perception:

• Content crafted exclusively by human experts.
• Content generated solely by AI.
• Content initially created by AI, followed by human refinement.
• Content initially authored by humans, subsequently polished by AI.

In instances where evaluators remained unaware of the authorship (a form of blind evaluation), AI-generated content garnered commendable ratings. However, upon disclosure of the four experimental conditions, a discernible uptick surfaced in the perceived quality and persuasiveness of content intertwined with human involvement.

The insight:

Human favoritism, characterized by a cognitive bias, manifests prominently when individuals are cognizant of human participation in content creation. This predisposition extends its influence beyond evaluators, shaping the perceptions of employees and customers alike. The mere presence of human input infuses content with a heightened sense of value and credibility.

Charting the path forward:

1. Transparency and disclosure: Embrace transparency by openly disclosing the involvement of AI in content creation. This fosters trust and informs consumers, employees, and stakeholders about the collaborative nature of content production.
2. Blind evaluations: Implement blind evaluation procedures where possible to mitigate the influence of human favoritism. By withholding information about the authorship of content during assessment, evaluators can provide more objective judgments.
3. Diverse authorship: Promote diversity in content creation teams, encompassing both human experts and AI systems. By leveraging a diverse array of perspectives, biases can be minimized, resulting in more inclusive and balanced content.
4. Continuous education: Educate stakeholders about the capabilities and limitations of AI systems. By enhancing understanding and awareness, individuals can make more informed judgments, reducing the impact of biases on content perception.

Navigating the unfolding narrative in the Iron Age of AI has revealed unseen aspects of human behavior. Addressing biases entrenched in AI-generated content demands a candid acknowledgment of human favoritism. Transparency emerges as the critical instrument for navigating this intricate landscape, requiring humans to confront uncomfortable realities to ensure that technological progress is both positive and equitable for people and machines.

If the pandemic and the ensuing few years have taught us nothing else, it is the fact that we are in a world of terminal turmoil.

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Change comes fast and often. Black swans lurk around every corner. Yet many companies are still executing their strategic planning like it’s 1985. The new unpredictable normal calls for a different approach. Historically, strategy creation was a long, linear process with a singular plan to win. This method worked well when product lifecycles were lengthy and technology-fueled disruptions were infrequent. The challenge with that now is that when conditions change—and they inevitably will—an organization wed to a singular plan is left paralyzed without an alternative. Or they overcompensate by trying many different things, reacting in the moment. On either extreme, a few things happen that rapidly derail growth and progress.  Some companies march toward their long-term plan ignoring signals that it’s time to shift—like lemmings off a cliff, they are unable to save themselves. Polaroid, Blockbuster, and Blackberry are unfortunate examples.  Then there are the companies that adopt a rapid reactive mode, trying to quickly pivot, without a future-focused view as their North Star. These organizations suffer from shiny ball syndrome, chasing something new with every market signal. They can’t gain any solid ground and they exhaust themselves in the process.  

Walking the line requires “both/and” leadership: 3 ways to make it real

The middle and most optimal course is to hold on to the tension of creating energy and excitement in setting a compelling long-term vision while also working with all the teams to figure out how to realize that goal. The “how” is the hard task and will require leaders—and their teams—to do their best thinking and most challenging work.  Here is what to do differently to bring those two tensions together.

1. Deliberately broaden your approach and strategic aperture. When thinking through strategy, the best organizations look beyond the common or expected path, seeking not just to rely on a given Total Addressable Market or on packaged industry trends created by an in-house strategy team. To be sure, market size is important, but deliberately embracing strategy development in a different way can help teams break the common pattern of merely extrapolating current trends into the future. The best ideas and new perspectives truly come from everywhere, so engaging leaders (and the organization more broadly) to think bigger can help people break out of their current rivers of thinking, allowing them to view the business of today and the potential business of the future in fundamentally different ways.

2. Create discrete possibilities to focus thinking. With a wide runway for strategy creation, people (and leaders) can easily produce a list of strategic alternatives a mile long, to a point that they become quickly overwhelmed. This result is driven by the same logic that makes someone lose their way in the cereal aisle, paralyzed by having so many choices. After starting with a wide approach to explore strategic possibilities outside of a given industry or against known competitors, the best organizations then intentionally narrow the list to frame a few discrete and mutually exclusive options for the leadership team to consider. Evaluating a few potential options allows leaders to better access longer-term strategic thinking.

Take, for example, the experience of a fast-growing founder-led software company that had just gone public. Shortly after their IPO, the senior managers told Wall Street they would reach $1 billion in revenue in three years. Unfortunately, there was internal disagreement over which direction to take to achieve that target, creating unrest and confusion throughout the organization. We started by helping the senior managers gain clarity about which approaches to pursue and to define three mutually exclusive strategic plans. We then helped the executive team to better understand current state realities, to determine potential risks, and to solidify the ideal execution plan. We did that in part by leveraging the power of a quantitative model of their business to help them see the challenges and opportunities within each of the three strategic options.  

1. Extend scenario planning beyond the C-suite. Stress-testing various scenarios and pre-planning responses is a well-honed tactic for traditional strategy development. Much of the power of scenario planning is that it creates space for debate and discussion, and for placing concerns on the table in a productive way. It also builds confidence and a sense of ownership in the planning group tied to the belief that their best thinking has been considered and applied. And it leads to more resilient and adaptive strategy execution. Rather than trying to cascade and communicate a linear plan throughout the company, the most adaptive organizations define the overall direction and use scenario planning to engage employees to work together on a solution. Here’s an example.  

A company in a highly regulated industry was facing a slew of new carbon regulations being debated in the state legislature. Eager to prepare a response to whatever emerged from the legislature, the executive leadership team looked to their functional and business unit leaders for a deeper understanding of the technical and business implications of the full range of likely outcomes. We helped the functional leaders assess the potential regulatory paths, use scenario planning to explain the implications of each path for the company’s business, and scope out the likely responses of competitors to all of the possible changes. The cross-section of this data was then used to identify no-regret decisions that the company would make for each of the outcomes. The use of scenario planning allowed the functional leaders to suggest a menu of strategic options to the C-suite—and then provide the opportunity to continue down the various paths and “experience” the technical and business problems they would likely encounter. Overall, the approach exposed the functional leaders to the core strategic trade-offs of each decision and created a strong sense of ownership of the problem.  The fact is that while the world is no longer predictable, companies still approach developing their strategies as if markets are consistent and reliable. This is one of the 3 biggest reasons why companies fail to execute on great strategies (check out this white paper to find out more about the other two.) Actionable strategy is about engaging the organization in an integrated process of defining the future state, making that future believable and real to the touch, enabling people to change to make the organization ready for its changes, and creating the environment to assess and pivot along the way. Our work and research have shown that people can and will change—happily—and it’s our role as leaders to provide the conditions for their success. Start by embracing the unpredictable and make strategy development your organization’s super power.  You’ll be well on your way to making your strategy actionable.

A high-performing organization is often the product of a high-caliber company culture.

In today’s dynamic and competitive business landscape, company culture is the foundation for strategic success. Leaders understand that to thrive, their organizations must cultivate a culture that values innovation, trust, and inclusivity. But how do you develop a culture that attracts top talent and retains them to their full potential? Creating such a culture requires more than occasional team outings or a trendy office space. It demands a concerted effort focused on principles that are authentic, enduring, and aligned with the company’s vision. Here are four core strategies to equip your organization with a culture that energizes productivity and attracts the best talent.

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1. Define your core values

The cornerstone of any robust company culture is a well-defined set of core values. These values serve as the cultural north star, guiding behavior, decision-making, and the company's interactions with the world. A company that knows and lives its core values creates a strong identity for both employees and customers.

‍Articulate your identity. Begin by identifying what your company truly stands for. Is it integrity in all business practices? A relentless pursuit of customer satisfaction? Or a commitment to a sustainable environment? These intrinsic values, when clearly articulated, form a powerful basis for company-wide alignment.

‍Integrate values into daily operations. For your values to hold weight, they must be ingrained into the fabric of the organization. Ensure that HR practices, performance evaluations, and leadership assessments all reflect your core values. Consistency between what is said and what is done strengthens the culture you are building.

2. Open communication about change

High-performing companies thrive on open dialogue. Communication is the conduit through which trust, innovation, and collaboration flow. Cultivate an environment where every team member is encouraged to voice their thoughts.

‍Support transparency. Create channels to support open communication, such as suggestion boxes, regular town hall meetings, or digital platforms for anonymous feedback. The goal is to make it easy for everyone to share their perspective.

‍Use feedback constructively. Feedback, both positive and corrective, is crucial for growth. Make constructive feedback a regular part of the employee experience, viewing it as an investment in their development.

3. Invest in employee development

Companies that invest in their employees see enriched capabilities, higher engagement, and greater loyalty. This reflects a culture that values people as its primary asset.

‍Promote continuous learning. Encourage a culture of continuous learning by providing resources and autonomy for skill development. This benefits individuals and ensures the company's adaptability to industry changes.

‍Tailor growth plans. One-size-fits-all does not apply to employee development. Tailor growth plans to individual aspirations and company needs, ensuring they are relevant and achievable. Clearly communicate these plans to show the company’s commitment to each employee's journey.

4. Recognize employee efforts

Acknowledgment is a powerful motivator. Celebrating employee contributions reinforces behaviors and outcomes that align with company objectives.

Implement a recognition program. Establish a program that ensures regular recognition, not just an annual formality. Recognition should be specific and public when appropriate, setting a positive example for others.

‍Celebrate milestones and achievements. Mark significant milestones and achievements with public celebrations. These events boost morale and reiterate the company’s appreciation for its workforce.

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Conclusion

‍The four strategies outlined above are pillars of a high-performing and sustainable company culture. When integrated into the fabric of an organization, these strategies create a ripple effect, influencing every aspect of the business from employee retention to innovation and, ultimately, financial success.Building a high-performing company culture is a journey, not a destination. It requires vigilance, adaptability, and a relentless focus on continuous improvement. Yet, the rewards—happy, motivated employees and a thriving business—are well worth the investment. Start today and let your company culture guide your organization to new heights.

Business simulations are a powerful, yet often overlooked tool in the world of leadership development. In this comprehensive guide, we'll explore the framework behind business simulations and uncover their potential for shaping dynamic leaders.

Business simulations: Powering excellence through practice

Imagine a training method that combines the complexity of real-world business with the safety net of a virtual environment; such is the power of business simulations. Simulations provide an immersive experience, enabling leaders to experiment with potential strategies and decisions, gain insight through doing, and witness the ripple effect of their choices—all without the risk of consequence on the organization’s bottom line.

What is a Business Simulation?

Business simulations are complex algorithms applied to replicate real business scenarios for leaders and teams. They incorporate key factors such as market dynamics, consumer behavior, and operational intricacies to create the perfect environment for experimentation and innovation. These sophisticated models offer a sandbox where executives are able to test their mettle, apply theories in practical settings, and receive instant feedback on their performance.

How to build a successful simulation

Executing a business simulation that is both engaging and educational, means meticulously chart the course within the context of your business. This process begins with defining learning objectives and aligning the simulation’s outcomes with the company's strategic goals. Participants are chosen based on their roles and the appropriately related competencies the simulation is designed to develop. Finally, the learning environment must be supportive, ensuring that the experience is comfortable but challenging.

Leveraging Business Simulations for leadership development

Empirical evidence shows that business simulations are a powerful medium for not just learning, but also for unearthing leadership potential and transforming skills.

Key elements of effective Simulation

An effective business simulation encompasses these vital elements:

• Relevance: The simulation must mirror real business challenges, ensuring that lessons are transferable to the workplace.

• Engagement: It should captivate participants, fostering a collective desire to win and learn simultaneously and together.

• Feedback: Immediate and clear feedback throughout promotes a continuous learning cycle and encourages iterative improvement.

Impact on leadership skills enhancement

Business simulations have been particularly effective in honing:

• Critical Thinking: Participants are forced to analyze and extrapolate from complex data sets, and subsequently learn to make better informed decisions.

• Adaptability: The dynamic nature of business simulations prompts leaders to pivot and strategize in response to changing circumstances.

• Ethical Decision-Making: The safe space created by a simulation environment allows leaders to explore the ethical implications of their choices without the usual high stakes and or external consequences.

Successful implementation strategies

Successful business simulation experiences happen when organizations lay the groundwork and set the right expectations up front, fostering an environment of safety and trust for all participating. Providing follow-up coaching and mentoring post-simulation is also crucial, enabling leaders to integrate their newfound skills into their day-to-day practices.

Compelling reasons to integrate Business Simulations into executive training

Simulations are also a great tool to test and prepare high potential leaders and raise their game through practice.

Elevating strategic thinking

Simulations force participants to think strategically, looking beyond immediate tactics to long-term goals and vision. They offer a rarefied platform to dissect and understand the interconnectedness of business elements and how each part contributes to the whole.

Sharpening decision making

The high-fidelity environment of business simulations forces leaders to make strategic decisions under pressure. In this way, simulation scenarios mirror the urgency and complexity of real-life business, helping leaders mature their decision-making musculature in real time.

Nurturing team collaboration

Collaboration is the heartbeat of many corporate ventures, and simulations present a unique opportunity to foster this skill. By participating in a shared experience, teams develop synergies, learn to communicate effectively, and crystallize roles within the group.

Mastering risk management

Risk is ubiquitous in business. Simulations provide a structured approach to risk that equips leaders with the ability to assess, mitigate, and take calculated leaps—essential competencies for effective business management.

Increasing financial acumen

Business simulations are especially effective methods of deploying financial training. In this variety of simulation, leaders encounter and manage P&L statements, balance sheets, and cash flow. These encounters, contextualized in the reality of their own business, provide learning opportunities deepen participants understanding of organizational financial dynamics.

Fostering innovation and creativity

Simulations are a practice ground for innovation. Simulations spur creative thinking that is essential for staying ahead in a competitive marketplace, encouraging leaders to experiment with business models and various hypotheses.

Providing Real-World Experience

The most significant advantage of business simulations as a learning tool, is the real-world experience leaders develop in these risk controlled settings. An immersive learning experience, business simulations effectively bridge the gap between theoretical knowledge and pragmatic application.Business simulations are more than just a training exercise; they are a philosophy that propagates experiential learning. By integrating simulations into executive training, organizations lay the foundation for robust leadership, strategic acumen, and overall business resilience. Simulations challenge participants to embrace the unknowns, traverse complexities, and emerge as sharp, decisive leaders.