Investing in people derives greater ROI than investing in physical assets. The cost of one new machine could cover leadership development for 100 front-line managers. And it offers a key competitive advantage, since most organizations have yet to cotton on to this simple idea. What advantages do you gain?
Why does culture still upend strategy? Why do companies still struggle to execute their carefully researched and thought-out strategic initiatives, even if they make tons of sense? Employee engagement.
Bovo-Tighe unlocks and unleashes the full contribution of the people and teams with whom we have the honor to work. We awake their passion for excellence, align that passion with the strategic vision, and measurably raise productivity and profitability. Here are the organizations with which we had the privilege to work in 2017.
TTI Success Insights put on a great conference in January, exploring advances in brain science that are continually improving our ability to understand our own habits and biases, and how to control and change them to improve leadership outcomes.
Bovo-Tighe played a critical role in helping Shell Energy Company develop and launch the multi-billion-dollar Stones Ultra-Deepwater drilling project. Our impact - Fostering a high level of intra and intergroup collaboration and leadership that led to 13 million construction man-hours go without a single safety incident. Click through to learn more.
Brooke Bovo and Kris Hermes of Bovo-Tighe were invited to run a session at the 2015 OPITO Safety and Competence Conference in Abu Dhabi. Their topic: Best practices for structuring HUET programs to work with, rather than against, the human psyche. For more details, click through to an event summary on our blog.
A recent study by the Institute for Corporate Productivity (i4cp) examined 26 (!) practices in the areas of staffing, learning/development and rewards and found that six rose to the top as areas of focus that can “stoke both higher levels of engagement and higher market performance.”
We like the list. Let's take a look at the top three on their list, adding Bovo-Tighe's own 25 years of perspective!
Shell Energy recently started production from a new oil rig the Gulf of Mexico called Olympus TLP as part of their Mars B field development, and Bovo-Tighe was thrilled to have been chosen to work with the launch team; to engage with them to establish a team culture that strongly emphasized caring, accountability, efficiency and sustainability.
He identified the keys to success in building an effective Olympus team culture within Shell’s overarching culture:
--Adoption of the corporate values: Honesty, Integrity, and Respect
--Living the Underwater Business Unit’s vision of Goal Zero: “Safety is a Value, Goal Zero is a Mindset”
The Minga Foundation found that their board of directors needed to improve their collaborative abilities, and better assign all the tasks that a leanly-run organization like theirs had to manage. The first step was building better working relationships by improving each board members awareness and understanding of his or her fellow boardmembers' behavior styles and motivations. Why were each of them involved in the organization, and what did each personally want to accomplish? The results of their workshop to achieve this goal were beyond their expectations, and raised team productivity within a few short months.
We had the honor of working with our client, Dole Fresh Vegetables, to present a case study in how employee engagement can sustainably raise workplace productivity at the recent HR Star Conference in South San Francisco. Suzanne Shaug, Director of Human Resources for Dole Fresh Vegetables (DFV), agreed to present the program with us and take questions about her mission, methodology and results from the audience of about 150 HR professionals.