41 Willis Towers Watson Testimonials

"Agility can seem difficult when you are part of a large, mature company; people often think that this way of working could only exist in start-ups. Our role is to make it safe for people to operate in an agile manner by getting comfortable trying little things, failing small and learning. This is the only way we’ll start to make it part of how we operate.”

"There are two main mindsets that are critical for the CHRO: agility and courage. Agility - because that’s what’s needed when you are at the table with business leaders and have to understand the business demands and how we continue to evolve what we’re doing. Courage - because it’s not an easy path and you have to be willing to make bold steps in this environment; not all of them are met with unanimous and positive reception.”

"We have different organizational models in our company. We still have a command and control/process controlled organization; on the other hand, we have a new part where we work to think through the disruptive challenges. It’s here where we use agile methods and self-organized teams. We call it ambidextrous; we have to do both at the same time.”

"Through our partnership with Willis Towers Watson we've really been able to modernize our benefits approach and offering. I look forward to continuing working together and modernizing our program even more.”

“The true value of the survey is at the local level. As a multinational operating all over the world, the process needs to be decentralized and dissemination of our messages needs to occur locally.”

"At Schindler, people really want to have their voice; they want to see that something happens as a result. That’s one of the main drivers of the success of our survey."

"For the first time in 2018, we’ve seen the answers to the survey questions really give a clear indication that a commitment to high performance was beginning to enter the DNA of the organization."

"With Willis Towers Watson Compensation Software, I feel like we have a bigger team than we do in reality because I now have a tool that is powerful enough to massage my data and give me answers, enabling me to clearly present the impact to a broad range of stakeholders.”

“Leading with the work and not with technology.”

“We’re only going to get things done if we have the right people, the right talent in the right functions with the right goals. That to me is the role of HR, to ensure that we have the right people strategy in order to inform the business strategy."

“I believe the big change is that people goals are viewed as strategic goals, not enabling goals. And they are shared across the Operating Committee. If a CEO does not have that lens, I believe that the board needs to engage. People are a strategic imperative.”

"Allow your organization to adapt and grow, and have a risk mentality. I’m a believer that if you’re not willing to bet your job every couple of years, you’re not fit to be a CHRO.”

"My operating mantra was the question: Do we have the organizational capability to run and grow the business. To distinguish run and grow, run is all about efficiently executing today’s operations, and grow is about understanding the paths to profitable revenue growth and having the organization prepared to deliver on them before the competition does.”

“We hear a lot about digital transformation and how it’s changing how work gets done and how companies drive competitive advantage. Previously, the notion of digital was more focused around tech companies, and it’s now become a mandate of companies from all different industries. We’re seeing growth of software engineers outside of tech nearly match the growth of software engineers in tech.”

"Digital disruption, transformation and success in the digital world will center around one thing - and that’s people.”