Author Archives: Larry Janis

Account Leader-Hospitality Industry

banner_client_testimonialsThe Account Lead is responsible for bringing the latest innovation and  offerings to our clients.  Responsible for building a trusted client advisor relationship with the client, client account leadership; understanding client needs and expectations.  They bring extensive experience in account growth, profit & loss and exceptional client relationship management experience.  The role is responsible for driving profitable sales growth, expanding the footprint, ensuring profitable delivery and influencing the client strategy to help drive high performance on the account.

Key Responsibilities:

  • Work in partnership with Delivery to deliver on the contract and exceed client and Accenture expectations for Sales, Revenue and Profitability targets.
  • Drive growth on the account by presenting offerings, innovation and thought leadership to the client and pulling in deep experts when needed.
  • Lead the account and support functions.
  • Involved in setting strategic direction to establish near term goals for the Account.
  • Secure referenceable client credentials that represent innovation and automation delivered.

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Great Teams Are About Personalities, Not Just Skills

by Dave Winsborough and Tomas Chamorro-Premuzic

At the start of 2016 Google announced that it had discovered the secret ingredients for the perfect team. After years of analyzing interviews and data from more than 100 teams, it found that the drivers of effective team performance are the group’s average level of emotional intelligence and a high degree of communication between members. Google’s recipe of being nice and joining in makes perfect sense (and is hardly counter intuitive).

Perhaps more surprising, Google’s research implies that the kinds of people in the team are not so relevant. While that may be true at Google, a company where people are preselected on the basis of their personality (or “Googliness”), this finding is inconsistent with the wider scientific evidence, which indicates quite clearly that individuals’ personalities play a significant role in determining team performance. In particular, personality affects:

  • What role you have within the team
  • How you interact with the rest of the team
  • Whether your values (core beliefs) align with the team’s

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How will leadership change in the cognitive era?

by Chris Cancialosi, Ph.DChris-Cancialosi_avatar_1459267712-400x400

Technological innovation is continuing to accelerate on a hockey stick growth curve. Companies like IBM, Microsoft, Facebook, and Amazon are bringing cognitive computing capability to the masses.

And it’s only a matter of time until nearly every aspect of our work and personal lives are impacted.

These advances are still relatively new. Time will tell when and how they change things, but it will happen, and it will happen quickly. In a recent article, Steve Denning reminds us that a repeating pattern of massive transformation has occurred regularly over the last 250 years.

With massive change at our doorstep, now is the time to begin a collective discussion to help leaders navigate this new age. (more…)

BPO sales

BPO Sales Executive

The Senior BPO Sales Executive is responsible for achieving profitable sales growth by managing/closing multiple sales campaigns using deep sales process and offering or product expertise within a complex market or emerging market/white space. The role report to the Sales Vice President and Leader and is focused in Banking/capital Markets or in Pharma/Life Science Industry sectors.

Outsourcing Concept

Responsibilities:

Grow the Business:  Drives sales opportunities to closure – increasingly selling a mix of defined solutions/extensions and new offerings or products into white space; wide range of service group offerings and deal structures

Develop Key Relationships:  Develops strong relationships with key client buyers: the Divisional head/C-Suite level; client decision making spanning multiple layers of organization

Experience:  

10- 15 years’ experience in F&A BPO business development in Banking, Capital Markets or CPG

Proven ability to develop new BPO business and meet quotas ($10 million)

Excellent communication skills and high level of maturity

Superior relationship management and networking skills for both internal and external customer/s

Excellent client handling skills, with ability to present and articulate various points of view

Ability to forge relationships across and throughout the internal organization

Personal Characteristics:

The ideal candidate is able to operate successfully in a fast-paced, ever-changing environment.  Energy, drive and an entrepreneurial spirit are necessary characteristics for success.

Strong and capable leader, able to win the confidence and trust of his/her team, shape the culture, and exert influence both internally and externally

Ability to establish immediate credibility among his/her peers, a professional who is respected for his/her leadership, intelligence and expertise

Superb negotiator and communicator

If interested, please contact:

Jeff Bruckner. email bruckner@issg.net 

Phone: (973) 761-5613

Leadership styles must change in the new era of “always on” transformation

photo 1by Lars Fæste and Jim Hemerling

In the face of disruptive technologies, globalization, and a volatile marketplace, leading companies are committing to a new kind of transformation.

Instead of pursuing it as a onetime, crisis-driven initiative and instead of focusing primarily on cutting costs, they are committing to “always on” transformation — profoundly changing their strategy, business model, operating model, people, and organization on an ongoing basis in order to stay ahead.

The new approach demands a new kind of leadership — leadership that is not just directive but also inclusive and that has an appetite for risk, says a new e-book published by The Boston Consulting Group (BCG). Transformation: Delivering and Sustaining Breakthrough Performance draws on the firm’s work in more than 400 transformations that generated a median annual impact exceeding $340 million through cost cuts, revenue increases, the application of capital efficiency levers, and improvements in organizational performance. (more…)