MindForest has been supporting the client for 2 years in the design and production of a collection of thematic practical guides, in 24 illustrated pages and infographics, outlining information on a strategic, technical or legal subject, intended for business leaders.
When you lead a workshop, you are the catalyst of the think tank. To optimise the results/outcomes you need to master both the methodologies of designing a workshop, the facilitation tactics and the different tools in the case of remote collaboration.
In April 2021, MindForest organised jointly with the German Agency Bloom GmbH, a series of two webinars on the topic “From a Perfect Image to a Competitive Edge – How Employer Branding and Culture can Drive Your Business Forward”, dedicated to understanding the strong connection between employer branding and corporate culture. MindForest met with Steff Neukam, Managing Partner of Bloom, to discuss the added value of the Agency joining the MF Alliance to fully and truly address this topic for clients.
Role n°1 of Internal Communication: not to make the project fail – Still too many of our clients contact us just a few weeks before the launch of a project that will structure their company. This is the nature of this type of project, which is so demanding and multifaceted: often the technical side takes precedence over the human side. Let’s do something to change McKinsey’s figure, which estimates a 70% failure rate for company transformation objectives. And internal communication is a success factor that must be used to this end.
It is a truism to say that the rule for organisations is to change continuously. It is also well known that resistance to change is regularly observed, causing most change efforts to fail. Even when the need for change is apparently straightforward, people may resist for various reasons. Therefore, this article will highlight aspects that can help change leaders to effectively communicate the need for change and mobilise their employees to make change happen.
Avez-vous l’impression que les valeurs affichées par votre société ne résonnent pas avec sa réalité stratégique et/ou opérationnelle ? Ces valeurs sont-elles définies ? Vous arrive-t-il de vous demander pourquoi votre organisation devrait consacrer des ressources à identifier des valeurs ? Nous vous invitons dans cet article à la réflexion, que vos valeurs d’entreprise soient déjà définies ou non, et vous proposerons en fin d’article un petit exercice pour évaluer votre situation actuelle, trouver de nouvelles sources d’inspiration et, pourquoi pas, améliorer vos acquis.
Do you feel that your company’s claimed values do not resonate with its strategic and/or operational reality? Are these values identified? Do you ever wonder why your organisation should spend resources identifying values? In this article we invite you to do some thinking, whether your corporate values are already defined or not, and at the end of the article we propose a short exercise to assess your current situation, find new sources of inspiration and, why not, improve on what you have already achieved.
MindForest is delighted to invite you to its virtual BrainBreakfast “Remote Working: Quid the Impact on Hyperconnectivity?”, which will take place on 9th December 2020 from 9:00 to 10:00 online !
Everything has its worth. Especially something rare. This particularly applies to the amount of time dedicated to information. We all appreciate that one of the biggest challenges in change management is to ensure everyone understands what is at stake, why the project has been launched and how it will be rolled out. How can we make this change come to life in those brief 12 minutes of attention span * which your teams can attribute to your organisation? You have one ace in your hand: visual communication.
Several months ago, when companies were thrust into lockdown at relatively short notice there was just enough time to get equipment sorted. Then the next important challenge to tackle was to ensure that everyone had access to some form of central data base, once these considerations had been taken into account, everyone concentrated on “getting the job done”. As no one knew how long this would continue for, there did not seem to be any need to start (re)defining communication strategies. As a result, many companies experienced the rise of usage of a multitude of communication channels both internally and externally. At internal level, staff resorted to methods they already knew, for example by creating WhatsApp groups, Slack channels or even in some cases Facebook groups. They needed to find a quick, efficient way of keeping in touch with colleagues. At an external level, some companies were sufficiently agile to be able to adapt to virtual methods, quickly setting up webinars to stay in touch with their client base and publishing online newsletters to share expertise and maintain interest in their products and services. Others were not able to follow suit, as their staff or internal structures were quite simply not able to adapt so quickly – and anyway “it would only be temporary…. soon everything will be back to normal”…. Several months later, most of us are still not able to attribute a clear definition to what is “normal”, but we have all come to appreciate that it definitely is not the same as it used to be. There is much talk about the “new normal” and this needs to be taken into account with respect to communication, just as is the case for personnel questions and company strategy.
your capacity to achieve.
- - Be Prepared
- - Be Involved
- - Be Crazy
- - Be Visual
34, rue Michel Rodange
11, rue Ste-Zithe
Téléphone +352 43 93 666 770
Fax +352 43 93 666 777