Change is never the easiest thing to do. Thanks to our long experience in change management and the various projects we have carried out with our clients, we have put together the most common mistakes in a change process so that you can avoid them.
Today, digital skills are vital for almost all jobs in modern economies. digital technology is not simply influencing how we go about our lives – it is transforming traditional structures, methods and assumptions about how we communicate, learn, work and live.
In the face of such transformation, the reality is that 44% of Europeans still do not have basic digital skills while 79% of Europeans go online regularly (at least once per week) and all projections are that a majority of forms of work will require digital skills in the near future. To remedy this situation, developing the digital skills of the EU workforce is essential; and to take up this challenge, the European Union created 2 different frameworks that can be used to assess and develop digital and entrepreneurial skills: the “DigComp” and the “Entrecomp” frameworks.
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.
“The 33-year average tenure of companies on the S&P 500 in 1964 narrowed to 24 years by 2016 and is forecast to shrink to just 12 years by 2027.”
This is one of the outcomes of a recent study on industry change, mergers and acquisition activities and disruptive start-ups, raising questions around what change management actually means.
Change management is a holistic, cyclical and structured approach transitioning individuals, groups and organisations from a current state to a future desired state with the expected business benefits. It helps organisations to integrate and align people, processes, structures, culture and strategy within the business.
This approach, which has been tried and tested over the years, seems logical to us because it reflects the principle of meritocracy, based on rewarding those who demonstrate their successes and achievements, while sanctioning those who make even one(small) mistake.
The health crisis has caused disruptions in the organisation of work for all, and for many this has resulted in more or less long periods of telecommuting. With the start of the school year in September, a more generalized return to the office is announced. Nevertheless, this return is not easy and requires a certain vigilance on the part of the organizations, in order to best accompany their employees.
MindForest is delighted to invite you to its virtual BrainBreakfast “Will Your Company Culture Make or Break Your Digital Future?” which will take place on 20th May 2020 from 9:00 to 10:00 online.
The issue of remote management is not new, but it has never been so topical.
Indeed, teleworking was already becoming more widespread in many sectors of activity as the difficulties of transport, particularly for cross-border commuters, contributed to accentuating the trend.
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