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Historically, Leadership and Organizational assessments were recommended or promoted as means to determine if enterprises were effective and efficient. Often determined when all elements of the organization were aligned properly, resulting in superior performance. Today, some professionals advise their clients in ways to improve performance by conducting alleged unique assessment models similarly to the traditional form (e.g. gut-feeling approaches). The purpose of these assessment models can be exaggerated and often claim to generate expert observations that get to the root of an organization’s performance issues. In addition, promises of action plan that outlines recommendations to enhance an organization’s effectiveness are often included in the promotional efforts.
The challenges of such practices has grown. Unfortunately,the growth has been so enormous that many firms have been forced into bankruptcy or worst - out of business. Clearly, some firms have also avoided these fates and even advanced. This post is to commend such firms and their efforts moving forward. In fact, commendation is extended to the authors (see list below) who have shared their research, evaluation, assessment, or simulations about such firms. The thematics in each is the adoption of analytics-driven leadership and organizational structure.