At MindForest we’ve had a habit for several years now, come rain, shine or snow (or if the planet is hit by a pandemic): we get the whole team together once a month for 90 minutes for a Team Meeting.
Creating collaborative environments within teams and especially communities is a key objective for both private and public organisations. They harness knowledge, enable problem solving and drive innovation within these organisations. What is the importance of the facilitator of the community of practice? What are their roles, responsibilities and challenges? And how can they be supported?
MindForest accompanied the CNS in the run-up to the move to ensure the adoption of the new collaborative spaces and to gather feedback for the future move of all departments to the Cité de la sécurité sociale in 2023. This building, in Luxembourg City, will bring together all the social security authorities and departments of the CNS. The CNS wishes to convert its new premises into collaborative spaces with open offices for 4 to 8 people.
Recently, MindForest spoke with Ghita Benkirane, expert in change management through neuroscience and founder of the company Art&Management. We discussed her multicultural background and her recent partnership with MindForest to integrate this skill into projects with our clients.
When analysing our various change management assignments, one thing becomes clear: in most cases, companies only see the need to change in a crisis situation and only react concretely when such an event has already emerged. This late awareness inevitably leads to a reaction that is carried out in an emergency mode. Crisis is the opportunity to review organisational purpose and to transform internal behaviours and beliefs towards a future of change.
We discussed about many questions with leaders of Luxembourg and Luxembourg-based companies during our last Business Room on the theme “From the crisis to the new ways of working: hybrid modes in the post-2020 world”.
When the Covid crisis plunged the world of work into chaos, we were all driven by the fact that we had no other option. Governments announced that everyone had to stay at home and so companies had to comply, there was no element of choice. The current situation is different. We are inundated with articles discussing the pros and cons of different working models, all of which insinuate that there is an element of choice.
Between working remotely and returning to the office, the future of work is still unclear. So much has changed in the last few months. It seems that the initial shockwave of the pandemic has largely subsided, so companies are in the phase of maintaining or even optimising their operations.
When a company embarks on a project to change the main software that underpins its activity (linking the customer database, sales, production, incident management, invoicing, etc.), the scope is far greater than a mere change of tool. We are talking about the digital transformation of the whole company, because the entire backbone of the processes and the IT system is being rethought and redesigned.
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