In my last post, I discussed how successful leaders can drive organizational change. But that’s only part of the equation; employees also need to be part of the calculation and actively involved if organizational change efforts are to succeed.
John Kotter, Harvard Business School Professor and Chairman of Kotter International, stated, “Perhaps the greatest challenge business leaders face today is how to stay competitive amid constant turbulence and disruption.” Kotter’s thinking on change management resonates with Vertex’s emphasis on leadership and driving performance. I also suspect his approach to leading organizational change may be broadly applicable to a variety of change-intensive settings, including tax functions.
What is it that Vertex shares with Netflix and Zappos? At our core we believe in enabling people to feel a greater sense of meaning, purpose and satisfaction at work. This in turn serves to drive innovation and performance. Gallup’s 2013 State of the American Workplace study reinforces this by revealing, “the 30 million engaged employees in the U.S. come up with most of the innovative ideas, create most of a company’s new customers, and have the most entrepreneurial energy.”
This month’s 2014 Oracle HCM conference was inspirational and reassuring. The inspiration came from learning about innovative practices related to attracting, developing and retaining talent; boosting employee productivity and employee engagement; and addressing the talent crunch that affects all of us – tax executives, HR executives and just about every other company leader.
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