[21/09/2021] CHANGEx in English has landed

MindForest is pleased to invite you to the launch of its learning and knowledge sharing platform, CHANGEx, which will take place online on September 21st, 2021 from 09:00 to 10:00am. During this webinar, we will present the features of the tool, its content, the learning possibilities… REGISTER NOW!

[28/04/2021] From a Perfect Image to a Competitive Edge

From a Perfect Image to a Competitive Edge – How Employer Branding and Culture can Drive Your Business Forward. Attend this webinar by MindForest and its partner, BLOOM, on April 28th, 2021 at 9:00 AM, and learn how employer branding can support your corporate goals, the role of culture, why you should observe and change both simultaneously, how to avoid the potential risks of employer branding…

[20/04/2021] Vom Perfekten Image zum Wettbewerbsvorteil

Vom Perfekten Image zum Wettbewerbsvorteil – Wie Employer Branding und Kultur Ihr Unternehmen voranbringen. Nehmen Sie an diesem Webinar von MindForest und seinem Partner BLOOM am 20. April 2021 von 16-17 Uhr, teil und erfahren Sie, wie Employer Branding Ihre Unternehmensziele unterstützen kann, welche Rolle die Kultur dabei spielt, warum man beides gemeinsam betrachten und verändern sollte, wie man potenzielle Risiken des Employer Branding vermeidet…

[20/04/2021] CHANGEx est arrivé !

MindForest a le plaisir de vous inviter au lancement de sa plateforme de e-learning made in Luxembourg, CHANGEx, qui aura lieu le 20 avril 2021 de 09h00 à 10h00, en ligne. Au cours de ce webinaire, nous présenterons le fonctionnement de l‘outil, ses contenus, les possibilités d’apprentissage… INSCRIVEZ VOUS !

Aidez votre entreprise avec des vidéos « Homemade » !

Ce 23 mai 2017 a eu lieu le Brain Breakfast « Aidez votre entreprise avec des vidéos Homemade » ! animé par Jerry Klein, expert en Customer Experience chez MindForest. Ou comment améliorer sa communication interne en réalisant des vidéos en toute simplicité.

Problèmes liés à la communication écrite interne

L’adage « Trop d’information tue l’information » est le quotidien de nombreux collaborateurs : emails, SMS, documents, courriers, écrans, notes, manuels, rapports, articles, etc. Alors, que faire face à ces innombrables supports écrits ?

Selon le psychologue et philosophe allemand Hermann Ebbinghaus, considéré comme le père de la psychologie expérimentale de l’apprentissage, l’humain ne retient que 60 % des informations lues après 20 minutes et 45 % après une heure. C’est la fameuse « Courbe de l’oubli » ou le « Read and Forget ».

Les documents internes peuvent parfois être de mauvaise qualité, car ils sont rédigés par des personnes non-formées et peuvent contenir des erreurs de formulation, de traduction, être trop longs, utiliser des tournures complexes, être mal interprétés, ne pas prendre en compte l’audience ciblée, etc. Par conséquent, ils seront peu ou mal compris.

Pourquoi la vidéo est-elle devenue si importante ?

Si nous partons du principe qu’une image vaut 1000 mots et une vidéo d’une

minute 1,8 million de mots (selon le Dr. James L. McQuivey), alors la « Courbe de l’oubli » s’inverse à 80 % de rétention d’information. En effet, des études ont démontré que l’humain est capable d’augmenter son taux de rétention d’informations lorsqu’il combine « voir et entendre » plutôt que « voir » uniquement.

Les humains se connectent facilement aujourd’hui à du contenu vidéo (la vidéo représentera 80 % du trafic sur Internet en 2019) et apprennent plus facilement avec du contenu vidéo. En effet, une vidéo génère facilement des émotions, change la méthode d’apprentissage, augmente l’attention et la concentration et influence positivement la compréhension de la matière (selon l’étude de Kaltura).

LEGO® Serious Play® (LSP), build your way to better business

mf-lego-articleDeveloped by the two professors Johan Roos and Bart Victor at IMD in Switzerland in collaboration with the LEGO® Company, LSP is a creative method, based on highly accepted concepts and theories such as constructivism and storytelling. The advantages of this method are multiple: each participant is obliged to enter deep into the process and to participate actively with a positive attitude; for this reason introverts and extraverts alike share the same amount of input and their points of view with the group. Moreover it is a great team building exercise! And no, this does not mean that your employees will waste a whole day playing! On the contrary, this method is best used to solve complex problems in a collaborative way, to stay focused while solving them and to mobilize the group when it comes to implementing the solution. In fact, LSP is best for “fuzzy” questions, when you are not quite sure what the answer will be and when the whole group can contribute and provide input.

LEGO® Serious Play® (LSP), build your way to better business

Some examples:
  • Business model innovation: Are you thinking about creating your own company? Do you want to develop a new product, a new department or a new service? Do you have a group of experts in your company who can work together on rethinking what your company does? LSP works so well for these types of questions, because it generates “collaborative creativity”.
  • Create a common vision: Because LSP is such a collaborative approach participants contribute to the development of the solution and therefore also adhere to it – the basics of change management!
  • Enhance customer experience: This is one of the more specific questions for which we have used this method in our workshops. Every department of a company, even those without direct client contacts, contributes to the overall customer experience. Using LSPwe have succeeded in creating complete models of this customer experience, so that each employee sees his or her role in the process and understands how important he or she is in serving the client.
  • Team building: Do you need your employees to work together (even more)? Basically, every LSP activity is a team building exercise. Even if there is no specific task to accomplish, this method can be applied.

If any of this sounds familiar to you – all of the above topics are highly relevant questions in a change project, which is our core business here at MindForest. Here is a video of workshops, which we have conducted in the recent past using this method:

Interested? Contact us and we will meet to discuss how we can propose a tailored solution to your needs!

If you want to read even more about this method: http://www.lego.com/en-us/seriousplay/     Birgit Fleckenstein Consultant in Organisational Transformation @ MindForest

Blue Ocean Leadership – A new approach to Change management projects?

An unconventional way of looking at leadership

Thinking of leadership as a product that can be bought and promoted is a rather unconventional way of analysing management practices. Nevertheless, exactly this unusual comparison serves as a basis for the Blue Ocean Leadership strategy.

If employees appreciate your leadership style, they “buy” it and are inspired to work with full commitment and motivation. If they do not, they will disengage, a state of mind, which can cost their company and the economy huge amounts of money (Gallup 2013). Therefore, the Blue Ocean Leadership strategy aims to release the infinite ocean of talent, skills and energy of underperforming heads by selling them “good” leadership.

Blue Ocean Leadership – The Methodology

The approach is the same as for its precursor, the Blue Ocean Strategy, which is used in product design and aims at tapping into uncontested market space. The first stage of the Blue Ocean Leadership strategy consists of defining the current situation, the so-called “as-is” situation. Subsequently, four questions have to be answered:

  • Which actions and activities do leaders invest time and energy in that should be eliminated completely?
  • Which actions and activities should be reduced below their current level?
  • In which actions and activities should leaders invest more time and effort?
  • Which actions and activities should leaders spend time and energy on that they currently do not take into consideration at all?


Figure 1 – Blue Ocean Leadership matrix


By answering these four questions one can define the situation as it should be, the “to-be” situation. By comparing, in the second stage of the process, the latter two situations in a canvas such as Figure 2, one can easily identify what managers, regardless of their hierarchical level, have to change in order to achieve the previously defined and sought after “to-be” situation.

Until today, this methodology has only really been applied to product design in relation with Blue Ocean Strategy, but very recently there have been some instances of application in the context of human resource issues. It has for example proven very effective for the design and development of Nintendo’s Wii, which took only two years to conquer about 45% of the market share (Hollensen 2013). In an HR context, a British Retail Group saved up to 50% on recruitment and training costs after restructuring their entire range of management practices (C. Kim & R. Mauborgne 2014). Surprisingly, in the field of human resources, this approach has only been implemented with issues related to management and leadership.

Figure 2 – Blue Ocean Leadership Canvas

Only a Leadership strategy?

One important advantage that is always mentioned when analysing the Blue Ocean Leadership strategy is that it does not aim to change personal qualities and behavioural approaches, but only targets to change managers’ actions and activities. Its primary focus is on changing how people spend their time and deploy energy at work rather than on who they are.

Nevertheless, the Blue Ocean Leadership graph can be used in many different ways, not only with relation to leadership or time management. It is currently only used to improve managerial time and energy management, but why not let managers themselves use it to, for example, enhance the organisation and routines of their employees? Basically, the methodology used for Blue Ocean Leadership can be applied to every situation that encompasses change. Every situation that requires modification has an “as-is” situation and a “to-be” situation, both of which can easily be represented on the -let’s call it – “Blue Ocean Canvas”. The horizontal axis can represent everything from daily tasks executed by employees to strategic corporate goals. This analysis then provides a basis to determine in which field(s) something has to be achieved to fulfill the desired changes.

Still in its infancy…

The MindForest team recently used the Blue Ocean Leadership approach for the first time in a major change management project. With the goal to redefine the role of middle management for one of Luxembourg’s biggest employers, the new method identified amongst others the following problems: “We focus too much on operations” or “We need more open discussions on current projects”. After critically analyzing and defining the current situation, the managers, in cooperation with their executives, were able to find a common vision of what they should optimally invest their time and energy in. Following positive feedback from the client, we can conclude that the Blue Ocean Leadership strategy passed its first test and will most likely be reused for future projects.

Furthermore, the restructuration or reorganization of a company, the major task of change consultants, always offers a convenient opportunity to rethink organization’s leadership habits. And why not use the Blue Ocean Leadership approach to try to improve the manager’s time and energy repartition!

However, as Blue Ocean Leadership is still a relatively new concept, it only relies on a few case-by-case analyses. This unfortunately means that not many examples of an (successful) implementation of the Blue Ocean Leadership method have been published, hence the relative lack of academic support so far. In other words, the strategy still has to prove its general usefulness in today’s fierce business environment.

Gallup Inc., 2013. State of the American Workplace. Washington. Hollensen, S, 2013. The Blue Ocean that disappeared – the case of Nintendo Wii. Journal of Business Strategy, Volume 34 No. 5, 25-35. Chan Kim, W & Mauborgne, R, 2014. Blue Ocean Leadership. Harvard Business Review, 01 May. pp. 1-12.

Rafael Schneider
Expert in Human Capital Management @ MindForest