
Nothing, it feels like all smoke and mirrors.
Talent retention and promotion. Its easier to leave Nordic then it is to move to a new role or position in Nordic.
Establish a "shadow board". Hand-pick a select few frontline employees and give them direct access to the CEO & Board to develop new strategic products & services without having to pass through layers of legacy leadership. See: https://hbr.org/2019/06/why-you-should-create-a-shadow-board-of-younge
A promotion, and pay increase - anything. I've generated at least a million and a half of revenue for Nordic by understanding and solving a thorny customer problem which could easily be applied to other customers. Aren't we trying to be an advisory company? Shouldn't we be open to new solutions?
There's a huge skills gap in certain areas of the company. Are we testing future employees to ensure they actually have the experience and expertise we're selling to customers? All to often I see poorly skilled consultants in roles they shouldn't be because we rushed to get a body into the pos.