Cornerstone Blog

In addition to the traditional challenges the life sciences sector has continually faced (stringent regulations unique to the field, long research periods, hefty expenses, and unknown, perhaps futile outcomes), the sector now faces headwinds other large-scale business activities must grapple with. These include mergers, acquisitions, restructuring, and digital overhauls.

Despite the hurdles, many life sciences firms have demonstrated exceptional resilience and success as they navigate these transitions. Cornerstone International Group’s network of offices has observed successful firms worldwide.  Cornerstone India has summarized what makes these firms rise to the top – and remain there. 

Successful firms share these traits:

1. They Cultivate a Growth Mentality
   The life sciences industry is no stranger to changing legislation and market needs. As a result, successful businesses have cultivated a growth mentality that emphasizes experimentation, innovation, and creativity. Firms that encourage their staff to think outside the box and take measured risks have a better chance of long-term success.
2. They Properly Manage Risks
   The capacity to properly manage risks is another essential aspect of the success of life sciences organizations. We have mentioned the challenges the life sciences businesses face. To compete in a continuously changing sector, businesses must manage risk successfully.
3. They Recognize that Leadership is the Key to Success
   Any sizeable corporate transformation requires strong leadership; the life sciences industry is no exception. But, exceptional qualities of vision and direction are required to negotiate the complexity of a significant shift in corporate culture. Leaders endowed with these qualities inspire their people to accept change and work together towards new and perhaps intimidating objectives.

   The merger of Pfizer and Wyeth exemplifies effective leadership in a significant transition. When the two firms combined in 2009, they encountered substantial obstacles such as cultural differences, legal impediments, and other integration difficulties. The leadership team, led by CEO Jeff Kindler, worked relentlessly to articulate a clear vision for the new company and to urge people to accept the changes. As a result of the successful merger, the new Pfizer is now a global leader in the life sciences business.

4. They Encourage Collaboration and Effective Communication
   From employees’ point of view, significant change in “their” company often ignites great uncertainty and anxiety. Leadership’s clear, consistent communication may help ease these fears and guarantee everyone is on the same page.

   Novartis’ digital transformation is an example of good communication and teamwork. When the company began its digital transformation, it developed a clear communication strategy that included regular updates to employees and stakeholders. Novartis also formed a cross-functional committee to oversee the change, ensuring all divisions collaborated smoothly toward the same objectives.

5. They Embrace Technology and Innovation
   Emerging technologies now impacting the life sciences industry include artificial intelligence and genomics. Companies that are prepared to invest in these technologies and experiment with new working methods will do better when confronted with massive changes.

   GSK is one example of a firm that embraces innovation and new business models. GSK has made significant investments in digital technology and established a new business unit, GSK Consumer Healthcare, to focus on consumer health goods.

6. They Implement Organizational Structures that are Agile and Flexible
   Vision and enthusiasm alone are not sufficient for large-scale transformational success. When a firm undergoes major changes, it must be able to swiftly adapt to new conditions and modify the course as needed. Traditional hierarchical organizational structures can stifle flexibility and make responding to changes difficult. Agile and adaptable organizational structures are required.

   J&J’s innovation centers exemplify an agile and adaptable organizational structure. The corporation has developed innovation centers worldwide that function as autonomous entities with their own finances and decision-making authority. The result: the innovation centers can function more freely and adapt to changing local market conditions more swiftly.

7. They Make a Strong Focus on Customer Needs a Priority
   Finally, success in the life sciences requires a strong awareness of changing consumer demands. Whether producing new pharmaceuticals, medical equipment or delivering healthcare services, companies must be laser-focused on satisfying the demands of their consumers, which can often be fast-changing.  

   Medtronic is one example of a corporation that prioritizes client demands. The medical device firm has a customer-first strategy, emphasizing understanding the requirements of patients and healthcare professionals. Medtronic spends extensively on R&D to create novel solutions that fulfill the changing demands of the healthcare sector.

Conclusion
Significant transitions can be difficult in any business, especially in the highly- regulated and complicated health sciences industry. Companies that are prepared to invest in:

• strong leadership
• good internal communication and cooperation
• innovation and technology
• agile and flexible organizational structures
• discerning customer demands

… are more likely to succeed in making successful changes.

Success is never easy.  It requires more than memorizing successful mantras, no matter how time-tested. However, intelligent openness to changing circumstances and embracing the above five principles can allow life sciences companies to position themselves for success in a rapidly changing industry.

Please contact Mr. Vijay Karkare, Global Practice Leader Pharma & Life Sciences– vijay@cornerstone.co.in for more information, suggestions, or queries.

Building a strong team of digital experts has become critical as life science organizations increasingly rely on technology to drive innovation and efficiency. On the other hand, finding and attracting talented experts with scientific and technological skills may be challenging.

To build IT skills as foundational to a company, life science organizations must assume a systematic strategy that addresses the unique requirements of this specialty area. This includes delivering competitive salaries and benefits and creating a welcoming workplace atmosphere that encourages creativity, cooperation, and innovation.

To alert first-rate tech people to a company’s potential, businesses must actively engage with potential candidates via targeted recruitment and social media outreach. Once hired, life science organizations should continue to invest in personnel training and development programs to guarantee that these employees’ technical expertise remains current concerning the latest technology and industry trends.

This article will look at five successful approaches for life science organizations to build IT skills within their firms and stay competitive in the ever-changing biotech and pharma industries. As well as Cornerstone International Group observing these successful approaches worldwide, the following recommendations draw on six high-level research articles:

1. According to a Deloitte analysis, the life sciences business is undergoing substantial transformations due to technological advances such as AI, genomics, and precision medicine.
2. According to the Association of American Medical Colleges, 86% of medical schools have corporate ties to boost research and innovation.
3. According to a PwC poll, 80% of millennial workers prioritized innovation when choosing employment. Furthermore, companies with strong innovation cultures are 3.5 times more likely to be industry leaders.
4. According to a Mercer poll, the average base wage rise for US life sciences organizations in 2020 would be 3%.
5. According to an Udemy poll, 42% of employees would leave their jobs for greater training chances. Furthermore, firms that engage in employee development retain 10% more employees than those that do not.
6. According to McKinsey research, diverse teams are 33% more likely to exceed their rivals in terms of profitability. Furthermore, companies with a diverse workforce are more likely to attract top talent, with 67% of job seekers stating that a diverse workforce is a significant factor when considering job opportunities.

Five Effective Strategies for Building Tech Talent in Life Science Companies

1. Collaborate With Academic Institutions
   One of the most successful methods to establish a pipeline of IT talent is to collaborate with academic institutions. Universities and colleges are home to some of the world’s greatest minds, and they are always on the lookout for real-world applications for their research. Companies in the life sciences can tap into this talent pool to acquire access to cutting-edge research and technologies. They can form alliances with academic institutions to support research projects, sponsor academic programs, and work on collaborative research efforts. These collaborations may help life science organizations stay on the cutting edge of technology and innovation while creating a pool of people who can be recruited for future positions.
2. Create an Innovative Work Environment
   Creating an innovative work environment is critical for recruiting and keeping top tech talent. Life science firms must cultivate a culture of innovation, encourage experimentation, and value cooperation. They should create an open and welcoming work atmosphere, promote employee engagement in decision-making, and foster cross-functional collaboration. Companies should also give staff access to cutting-edge technology, training and development opportunities.  A supportive management team is the bedrock of these good practices. 
3. Compensation Packages Should Be Competitive
   Top IT talent is in high demand, and the competition for these coveted people is severe. Life science organizations must provide competitive remuneration packages to recruit and retain the finest and brightest individuals. As well as competitive pay, these packages should include substantial benefits such as healthcare, retirement plans, and flexible work arrangements. Companies can also give stock options to motivate employees, encouraging their commitment to the company’s performance.
4. Invest in Staff Training and Development
   A good way to cultivate a team of IT specialists working enthusiastically for their company’s success is by investing in their professional development.

   Employees in the life sciences industry should be given the opportunity to acquire new skills and technology, attend conferences and seminars, and engage in mentoring and coaching programs.  These ventures can assist employees in developing new skills and staying current with industry trends. In turn, they will be incentivized to implement new initiatives within the company.

5. Encourage Diversity and Inclusion
   Promoting diversity and inclusion is not just appropriate but also smart business.  Life science organizations should recruit a broad spectrum of people to bring a variety of viewpoints and experiences to the table.   Companies in the life sciences must actively endeavour to establish a diverse and inclusive workplace.  Specifically, companies should be encouraged to implement diversity and inclusion initiatives such as unconscious bias training, employee resource groups, and mentorship programs.

Conclusion

To summarize, developing IT skills is critical for the success of life science organizations. Life science companies can build a team of tech experts ready to tackle future challenges by partnering with academic institutions and creating an innovative work culture. Successful team building includes offering competitive compensation packages, investing in employee training and development, and fostering diversity and inclusion. These efforts will give life science organizations an edge in remaining competitive in the ever-changing biotech and pharma landscapes. 

Please contact Mr. Vijay Karkare, Global Practice Leader Pharma & Life Sciences at vijay@cornerstone.co.in for more information, suggestions, or queries.

Atlanta, GA, May 3rd, 2023- Cornerstone International Group is excited to announce the opening of its latest office in Montreal, led by Managing Partner Samuel Dergel. Samuel’s firm, DERGEL Executive Search is now the Montreal office of Cornerstone. This new addition to our growing network of offices reflects our continued commitment to providing exceptional executive search and recruitment services to our clients across North America and beyond. 

With over 20 years of experience in executive search and talent acquisition, Samuel Dergel brings a wealth of knowledge and expertise to his new role as Managing Partner of Cornerstone Montreal. CEO Simon Wan is excited about the new addition commenting, “We are thrilled to welcome Samuel Dergel to our global network. With their deep expertise in the North American & French Canadian market and his record of placing high-level executives in various industries,  we are confident that Samuel will be a valuable addition to Cornerstone.”   

“I am thrilled to join the Cornerstone team and lead our efforts in Montreal,” said Samuel Dergel. “Companies are no longer limited to one location. Business is global, and a successful executive search must be able to deliver across continents and worldwide. Joining Cornerstone allows us to serve our client’s needs anywhere in the world, together with partners with a track record of delivering locally across the globe.  Our unique approach to executive search and recruitment and our commitment to client service will be valuable assets to Montreal and beyond companies.” 

Larry Shoemaker, President of Cornerstone welcomed our new Montreal member, “Samuel brings a wealth of experience in serving clients in an important market, as well as a global perspective, that will positively impact our entire organization.”   

Cornerstone Montreal shall help clients all across North America to find the top talent they need to succeed locally and globally. 

We are pleased to announce Walter Baker (Cornerstone Atlanta) has joined the Board of Directors of the International Executive Resources Group (IERG). Baker brings with him a wealth of experience and expertise in executive leadership and management. He has a deep understanding of the challenges and opportunities faced by executives and business leaders, and he has demonstrated a commitment to excellence throughout his career.

Walter has been conducting senior-level recruiting and assessment assignments throughout the United States, and globally, for more than 25 years. A key component of his practice has been identifying and recruiting leaders for strategic global positions: over 50% of his projects have been for executives to lead global or regional enterprises. More than 75% of his business is from repeat clients, and 70% of his work is for executive positions at the Vice President level and above.

In his new role on the IERG Board, Baker will be able to share his knowledge and insights with other board members, helping to guide the organization’s strategic direction and priorities. He will also be able to leverage his extensive network of contacts and relationships to support the IERG’s mission and goals.

“His expertise and success rely on a quantitative, disciplined approach and a rigorous verification of candidates for high-value positions. He finds the best candidate for a job, not the best candidate looking for a job. He has conducted over 350 assignments around the world and is intimately familiar with the drivers of successful leadership in both the public and private sectors. Over 60% of his projects have been for global or regional enterprises and over 65% of his work is for executive positions at the Vice President level and above.”

To read the full statement visit the link here.

All businesses in this technological era, including those previously slower to do so, have moved quickly toward digital as a result of the pandemic. The pharmaceutical industry has not been exempt from this phenomenon. The question now is whether the extraordinary impact of COVID-19 and the growing prominence of digital innovation will continue to alter pharma operations profoundly.

The response is yes: since the pandemic began, there has been a global rise of 27.8% in traffic to health and medicine websites. An increasing proportion of patients actively search for health and medical information online.

Technology has facilitated access to health information, changing how people learn about medications and other personal health issues.  It has changed how they interact with their doctors to achieve personal goals. Patients now have more access than ever to pharmaceutical companies and healthcare information. Let’s examine some recent and projected industry figures for the worldwide pharmaceutical sector.

Global Pharmaceutical Industry – Statistics (US$)

This graph, including prescription and over-the-counter pharmaceuticals, illustrates the global pharmaceutical income from 2012 to 2026 (2023 to 2026 projected), broken down by technology. Additionally, medical income from biotechnology in 2019 was $266 billion, compared to S469 billion from conventional pharmaceuticals and $175 billion from unclassified technologies.

Biotechnology allows pharmaceutical products to be produced using living organisms and systems. For example, artificial human insulin is often used to treat diabetes.

The pharmaceuticals market comprises businesses that develop and sell drugs and associated services. According to research presented on Global News Wire, the market is anticipated to reach $1700.97 billion in 2025 at a CAGR (Compound Annual Growth Rate) of 8%.

Implementing Digital Transformation in the Pharmaceutical Industry

If the digital revolution is successful, it will significantly alter how pharmaceutical companies operate. The ability of businesses to adapt to digital marketing will determine whether future domestic sales growth will improve.

1.   Create, Distribute, And Connect with Potential Clients

Pharmaceutical companies may be in the most regulated global industry worldwide due to the complexity of GMP (Good Manufacturing Practice) requirements and various other regulatory restrictions regarding advertising and marketing. A strong digital strategy must be implemented to carry out successfully a company’s corporate marketing plan.

2.   Utilize Cloud Technology

Anyone using the internet at home or work has at least heard of cloud computing.  According to the comprehensive website Simplilearn, “Cloud computing is the process of delivering on-demand IT services, including analytics, databases, networking, servers, and storage via the internet.” The pharmaceutical industry is implementing advances in technology, and it must accelerate plans to adopt cloud systems. Thanks to cloud technologies, pharmaceutical companies will be able to work with various stakeholders more successfully. Increasing data integrity is a benefit of using cloud technologies.

3.   Speed up the Adoption of Digital Methods

The pharmaceutical industry must speed up its drive to implement digital technologies. Many manual (analog) methods are still in use today due to legacy inertia. But now, many paper-based processes have been replaced with digital ones, which has increased operational effectiveness and made it simpler to adhere to SOPs. This shift must increase. Furthermore, digital processes will promote legal compliance.

Worth reading: How key digital technologies and their use cases can help solve the Counterfeit Drug Problem to achieve Pharma 4.0.

Production processes and supply chain elements embedded in an Internet of Things (IoT) production process can address the counterfeit drugs problem effectively. These “continuous manufacturing” medication production facilities are entirely new and integrated.

In contrast to stepwise production, fully integrated manufacturing is referred to as continuous manufacturing in the pharmaceutical industry and other sectors. Integrating a process adds benefits where quality assurance expenditures are significant. Safety systems try to stop toxins from escaping buildings. When a situation gets serious, a plant is shut down gradually to minimize safety risks and potential damage to the facility.

List Of Technologies That Enable Digital Transformation in The Pharma Industry

1.   Automation

With automation, the pharmaceutical supply chain is being digitally transformed. According to reports, automation has helped the healthcare sector cut annual administrative transaction costs by $122 billion.

• Automation in Drug Manufacturing
• Robotic Process Automation (RPA)

2.   Blockchain

Blockchain technology has the potential to revolutionize the pharmaceutical industry by increasing transparency. Lack of communication among medical specialists may cost the sector $11 billion annually. Blockchain-based ledger technology can help reduce misunderstandings and safely transfer patient medical information.

3.   ML (Machine Learning) and AI (Artificial Intelligence)

By 2025, it is anticipated that the market for AI technology will grow by over $100 billion. AI innovation in the pharmaceutical industry has significantly increased over the last few years.

Conclusion

The distinction between the real and virtual worlds is becoming hazier than ever. Given the direction the internet and technology are headed, this trend will continue.

Switching to digital procedures may offer a variety of advantages, such as streamlined and speedier operations, more straightforward client communications, and more cohesive projects amongst different personnel.

Digital transformation is a cultural transition that necessitates ongoing trial and error and landscape adaptation for companies. It is not a “one-and-done” change.

We are pleased to announce that Cornerstone Kansas City is growing its market reach with added resources in St. Louis. This expansion is part of our strategy to bring exceptional executive search services to more client companies in the Central Midwest. 

Cornerstone St. Louis will be led by Market President, Tony Schnell. Tony brings a highly successful career in the medical device manufacturing sector to Cornerstone and will serve new clients not reached by our current footprint.   

With this addition, we are confident in our ability to meet the growing demand for executive search services beyond Kansas City. Cornerstone St. Louis will serve a variety of industries specializing in mid to senior level executive leaders based on client needs and goals.  

And as we continue to grow and expand, we remain committed to our core values of Service, Integrity, Optimism and Stewardship. We look forward to serving the St. Louis community and connecting with you soon.  

Atlanta, GA, February 6th, 2023- Cornerstone International Group officially launched its new logo last month, making it Cornerstone’s first logo change in 34 years. The global talent solutions group announces the change with a short video ending with the statement “New Logo, Same Mission, Same Cornerstone.” 

The new emblem’s four interlocking “Cs” show that while Cornerstone consists of a global group of members with various backgrounds, it is united in serving its clients. With vibrant red and blue colors, the progressive symbol illustrates the diversity and inclusion Cornerstone represents. 

CEO Simon Wan says, “the change was a timely move to reflect the high standards we set for ourselves and achieve at Cornerstone.” 

Cornerstone International Group strives to build relationships of trust, thus positively impacting organizations and professionals worldwide. Now in its fourth decade, Cornerstone has thrived because of its local experience, global reach, and ownership mindset, which enable clients to succeed and grow. 

President Larry Shoemaker notes that members are pleased with the message of strength and unity conveyed by the four interlocking “Cs.” “We are all excited about the future of Cornerstone. The new logo reinforces our commitment to contribute to our clients’ success by supporting their talent needs anywhere in the world.”  

By Nance MacLeod, Chief Coaching Officer, Cornerstone Toronto -Executive Coach Global 

You have probably noticed airport bookstores cluttered with the latest batch of business books, their time on display shelves lasting little longer than cut flowers. One of the few with staying power is Daniel Goleman’s 1995 bestseller, Emotional Intelligence. Goleman introduced the concept to a wide audience of parents, teachers, and businesspeople – men and women responsible for interacting in constructive ways with their charges, be they children or teams organized to carry out a company’s goals.   

Though Goleman popularized the term, Emotional Intelligence (EQ) was first coined by psychologists John Mayer and Peter Salovey in 1990. However, the concept of EQ has been around for much longer, traces arguably going back to classical Greek philosophers.  

But this is not the place for a lecture; rather, I’d like to remind business leaders why Emotional Intelligence (the concept, and not just Goleman’s original and more recent books) remains evergreen. It is still current because the original insights and concrete strategies are still relevant, and because our understanding of Emotional Intelligence has increased over time. This is due in part to the increasing recognition of the importance of EQ in various areas of life, such as leadership, relationships, and personal development. As a result, more people may be focusing on developing their EQ and incorporating it into their daily lives. 

Here is a definition and an important distinction: Emotional Intelligence is a measure of a person’s ability to understand, manage, and use their own emotions and the emotions of others. It is a type of social intelligence that involves the ability to perceive, express, understand, and regulate emotions. In negative terms, the rise and sometimes toxic effects of social media underline the importance of freeing ourselves from destructive emotional echo chambers. 

Intelligence quotient (IQ), on the other hand, is a measure of a person’s cognitive abilities, such as their ability to learn, reason, and solve problems. IQ tests are designed to measure these abilities by assessing a person’s ability to perform a range of tasks, such as spatial reasoning, logical thinking, and problem-solving. 

For many years schools and businesses focussed on IQ while EQ swirled around unseen, or at least underappreciated.  No more.   

Is Emotional Intelligence an inherent quality, something we are born with, or can EQ be developed? Good news: research has shown that leaders can practice proven techniques to enhance their emotional intelligence.   Goleman’s and other books, articles in business journals, and even online texts contain practical EQ-enhancing tools.   

The results of time spent on increasing one’s EQ can be impressive.  They include: 

1. Better communication and collaboration: Leaders with high EQ are better able to understand and respond to the emotions of others, which can facilitate better communication and collaboration within the team. This can lead to improved teamwork and productivity. 

2. Improved decision making: Leaders with high EQ are able to take into account the emotions and perspectives of others when making decisions. This can help them to make more fair and effective decisions, which can lead to better outcomes for the team and organization. 

3. Enhanced ability to handle difficult situations: Leaders with high EQ are better able to handle difficult situations and to resolve conflicts in a way that is fair and beneficial to all parties involved. This can help to create a positive and productive work environment. 

4. Greater personal and professional satisfaction: Leaders with high EQ often experience greater personal and professional satisfaction. This is because they are better able to manage their own emotions and to create positive relationships with others, which can lead to a more fulfilling and enjoyable work experience. 

Overall, having high EQ helps leaders to be more effective in their roles and to create success for themselves, their teams, and their organizations.  

THE CORNERSTONE EAGLE is the newsletter for senior executives, friends and partners of the Cornerstone International Group around the world. The Eagle is majestic, free and towers above all else when gracefully gliding the currents in the air. The Cornerstone International Group likewise feels close affinity with the Eagle, in professionalism in our practice, honesty and integrity in all our interactions, and making positive changes in our work and processes to improve and create added value for our clients and candidate

Download The Cornerstone Eagle – December 2022

By Larry Shoemaker, President

An article published by McKenzie & Company in June, Resilience for Sustainable, Inclusive Growth, noted that “today, the world is beset by several crises of global importance,” then went on to discuss a number of these in detail.  Five months later these same crises are even more severe. The Conference Board’s Measure of CEO Confidence™ fell to 32 to start Q4, reflecting the deepest level of pessimism their quarterly CEO survey has found since 2008-2009.  

From all indications, difficult times will persist for quite some time. The steps leaders take today will greatly influence how they navigate the challenges and ensure their organization’s future.    

Success tomorrow requires focus on what you can impact today. Your short-term actions determine how successful your organization will be. Each organization and situation has different challenges, but there are some actions that every leader must take to increase the probability of success. Not surprising, many of these actions concern people.   

A Way of Thinking 

Difficult times have resulted in a new term, “productivity paranoia.” In September, Microsoft published a survey from 20,000 people in 11 countries which reflected people are working more than ever, while leaders are questioning if their employees are being productive. The perception gap is huge – 87% of employees report they are productive at work, while 85% of leaders say that the shift to hybrid work has made it challenging to have confidence that employees are being productive.  Perhaps the question should be whether activity or impact is the goal, and how it is being measured.  There must be transparency in defining what is more important. Once it is agreed on, it must be communicated. Any lack of clarity will erode trust. 

Culture is a critical key to success. My simplified definition of culture is “how we do things around here.”  Leaders must examine their organization and ensure it is prepared for a rapidly changing, complex environment that includes ongoing disruptions which could have long-term consequences.  Open, two-way communications are required. Dialogues must ensure the term “status-quo” is removed from the organization’s vocabulary and replaced with “adaptability.”  Employee engagement, based on mutual respect and trust, is required. Everyone must believe they have responsibility to contribute to the organization’s success and will be held accountable for their performance. A clear understanding of expectations, and a commitment to deliver them, is every employee’s responsibility.   

A Way of Acting 

Decisive, quick actions propel organizations. It is important to do things right, but too much analysis leads to slower decisions and missed opportunities. Willingness to take calculated risks and respond quickly sets the tone for resilience. The inclination to make decisions without having as much information as preferred establishes an“ action oriented” culture, but to be effective, it must also include willingness to accept responsibility for those decisions. Every decision or action will not be right, but organizations and individuals with resilience will rebound from mistakes and grow stronger.  In many organizations, employees who are prepared to make decisions are not permitted to do so.  Passing this authority and responsibility along to employees expands their potential to contribute as well as their personal development.   

Getting There 

People are the building blocks for resilient organizations.  Employees that are capable, feel they are part of the organization’s success, and want to provide input, are required.  Every current employee in the organization may not have this ability, but many will, and with training and development, many more also can. An additional insight from the earlier-mentioned Microsoft survey is that about 75% of employees noted they would stay at their current company longer if they could benefit from learning and development. Resilience includes providing your current employees tools for their success, which in turn enhances your organization’s success. 

Every new hire is an opportunity to bring the “right individual” into your organization and is an important step for the organization’s future.  Perhaps this statement by Joe Trammell, owner of Texas CEO Magazine, says it best “each time you hire, you have a choice to either hire the best possible candidate or to hire whoever is most affordable or available. Look for talent always. Also, make sure you have a culture that encourages skills development, creativity, and job advancement. Otherwise, you risk wasting and losing the talent you worked so hard to recruit in the first place.”  Resilient organizations require the right employees – those that fit their culture and are committed to their performance.  The time and effort to make certain you achieve a successful hire is an investment in your future.   

Committing   

Change is inevitable.  Resilient organizations can quickly recover from disruptions, and even become more successful. Culture is the framework within which resilience resides. The environment must encourage. Employees who are committed and connected have a positive impact on business results.  Those who know what they are accountable for typically perform well. 

Resilience includes having a culture that is based on responsibility and accountability, the right people, and efforts to prepare them to succeed. People must have the ability to think creatively, be curious, and want to be part of the organization’s success. These personal characteristics must be part of the evaluation process for new hires and internal promotions, and leadership must support them in every decision.  Getting there is a journey, but well worth the process. It isn’t free, but if done with purpose, it is well worth the investment. 

We at Cornerstone International Group help clients around the globe build resiliency. Are you and your leadership team focusing enough on resilience? 

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Larry Shoemaker is President of Cornerstone International group, and founder of Shoemaker & Associates/Cornerstone Atlanta.  He has helped clients build and develop leaders to meet organizational challenges for more than a quarter century.