Our
Insights
X-PM Partner with SchellingPoint to deliver Stakeholder Collaboration.
Maintaining & Leveraging Experienced China Talent in Asia
Situation
We understand that the situation in China is very tough and many of our Expat friends are leaving for many reasons including family.
The global Supply Chain is extremely fragile exacerbated by the strict zero Covid policy in China and the war in Ukraine. Getting China manufacturing and export channels working smoothly again is a must, but companies are also looking at alternative strategies to address supply chain challenges. Many consider balancing manufacturing across other Asian countries or indeed onshoring.
Challenge
While doing so companies know too well the significance of the China market as a main contributor to their global revenue growth; but attracting experienced talent in the country has become difficult and sending from overseas has become very expensive and time consuming
How can we help
X-PM can help. We have executive interims on the ground across Asia who have experience in running businesses across Asia and in China, managing operations and resolving supply chain issues.
We also believe in not just providing a band-aid solution but in tackling the root causes of problems. Helping our clients gain competitive advantage in this very painful business environment.
Transformational Leadership Survey
We are proud to announce a partnership between X-PM and the Transformational Leadership Acceleration Institute (TLAI). We are delighted to share their recent 2023 Survey: The Great Leadership Rethink©
read moreStakeholder Alignment
X-PM runs hundreds of transformation projects every year and one of the biggest challenges is Stakeholder Alignment.
Our methodology works on the alignment of action, not thinking. As such we increase the chances of a successful transformation exponentially.
How to get from “I think this” to “we all agree to do that”
In this final article in our short series we refresh the main conclusions from each step in our dialogue. We remind ourselves despite the importance of collaboration in achieving organizational goals, we often fail to achieve our goals and that there are common underlying factors behind these sub-optimal performances.
read moreHow to get from “I think this” to “we all agree to do that”
Penultimate article in a short series focuses on the importance of alignment. It is a journey in which the Science of Co-ordinated Action teaches people in a collaboration to acknowledge that there will be phases of misalignment, and this is all part of the process.
read moreHow to get from “I think this” to “we all agree to do that”
Sixth in a short series reinforces the idea that honest views and opinions are crucial to success. To enable this leaders must lead-by-example, accept and encourage disagreement, and create the environment for open dialogue.
read moreHow to get from “I think this” to “we all agree to do that”
Fifth in a short series moves on to reinforce the need to identify all the themes from the outset to enable cross-departmental thinking, base collaboration on facts & opinions and get all the right people into the dialogue.
read moreHow to get from “I think this” to “we all agree to do that”
Fourth in a short series moves on to the need to move from process thinking to system thinking in the definition and agreement of objectives and goals.
read moreHow to get from “I think this” to “we all agree to do that”
Third in a short series moves on to the learnings from scientific research to better understand why collaborations fail.
read moreHow to get from “I think this” to “we all agree to do that”
Welcome to the first article of our series on Stakeholder Alignment. Today we are talking about the speed of the process using AI consulting and the honesty of the participants.
read moreHow to get from “I think this” to “we all agree to do that”
Welcome to the first article of our series on Stakeholder Alignment. Today we are talking about the speed of the process using AI consulting and the honesty of the participants.
read more