Integrate OD

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Integrate OD shares expertise and in-depth studies on current business, industry and social trends affecting the way people lead, communicate, and drive change in organizations. Below is a sample of articles and research paper extracts. Please do not hesitate to contact us with any questions, or to receive a complete paper of a study that interests you, at info@integrateod.com . Founder’s shoes are hard to fill Financial Times, Money Section, Business Questions, October 24, 2008 Author: Katinka Nicou I have recently taken over as chief executive of a professional services company after the founder stepped up to the chairman’s role. Focusing on the growth of the business has been demanding, and I fear I have not made enough effort to establish credibility and solid relationships with the management team, which is starting to show signs in lowered morale. How do I balance my responsibilities and the expectations of the board while managing the people dynamics and culture that have grown out of the founder’s very casual management style? This is a common challenge for new chief executives in founder succession. In addition to the change of leadership, changes involved in taking the business to the next level will inevitably impact employee morale. To secure commitment from team members and their alignment with your new strategic goals, you will need to manage expectations and relationships at the individual and group levels. First, have your leadership style assessed. How is it different from the founder’s style? What shared strengths can you highlight and what new qualities do you bring? Then assess your team. At the individual level, identify the key drivers for each person. For example, what motivates them, how do they make decisions and what is at stake for them in this change? A framework for personality assessment can help you read and understand behavioural indicators of their values and thought processes. Third, map out a strategy for building and maintaining your relationship with each individual. When addressing the group, cater to as many of their collective drivers as possible to foster commitment. Such a personal communication strategy will save you tensions and strengthen your ability to actualise your commitments to the board. Katinka Nicou is an executive coach and founder of Integrate OD, a consultancy. Click here for the full article on FT.com Time to Change Legal Week, Management Section, April 24, 2008 Author: Katinka Nicou In the move away from hourly billing, this article looks at various management practices that law firms can apply to become more efficient and hence enhance profitability from assignment and success based fees. In response to client demands, large law firms are starting to offer alternatives to hourly billing, including fixed fees and success fees, and it is likely that others will follow suit in order to stay competitive. The Legal Services Act is set to further reshape the competitive landscape of legal advice, giving clients more options in the pressure to reduce their legal budget.

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