Digital transformation is today one of the most important topics in each c-level agenda. Digital transformation is about how we shape the future of our businesses, how we select the best people to hire for the next 5 to 10 years and above all how we interact with our clients or prospects. Today we want to talk about how we can make it more real and how we can help our people leverage the digital mindset to do better business every day.
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 !
Digitalisation has been a huge talking point over the past couple of years and has become even more meaningful since the rise of the COVID-19 pandemic. Remote work, home schooling and communicating at a distance have all played a major role in limiting social interactions to a minimum as means of preventing the virus from bringing down our health care systems.
MindForest is delighted to invite you to the webinar “Digital Literacy for Everyone” (held in English), which will take place on 18th November 2020 from 09:00-10:00 online!
In partnership with POST and EBRC, MindForest is delighted to invite you to its virtual “Cybersecurity: What about the Human Factor?”, which will take place during the Cybersecurity Week 2020 on 28th October 2020 from 2 pm to 3 pm 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.
La crise sanitaire a provoqué, pour tous, des chamboulements dans l’organisation du travail et pour beaucoup cela a engendré des périodes plus ou moins longues de télétravail. Avec la rentrée de septembre, un retour au bureau plus généralisé s’annonce. Néanmoins, ce retour n’est pas de tout repos et exige un certain degré de vigilance de la part des organisations, afin d’accompagner au mieux leurs collaborateurs.
We have all been in crisis mode for months, is there a risk that too many people are currently concentrating on the immediate effects of the crisis and are losing sight of any potential advantages there may be? To quote André Gide “When a door closes, there is one that opens. Unfortunately, we spend so much time looking at the closed door that we don’t see the one that just opened.” This may be easy to state when so many different companies are facing the ruins of everything they built up over the past years, but without this kind of approach no country would ever have been resurrected after a war or another kind of catastrophe.
The recent crisis saw many workers obliged to change to digital working methods from one day to the next with very little time for preparation – in fact in many cases there was a scramble to even acquire the necessary hardware before shops were closed down for several weeks. Employees were literally thrown into a major change. In many cases, companies had probably previously rejected/postponed such changes on several occasions with the reasoning that the company’s processes and staff were not yet ready for such drastic change! All change specialists know that successful change needs to be well-prepared, so how could it be possible to achieve so much at such short notice? One answer is that under a crisis situation most people function in a sort of overdrive modus and rise to the moment, coping with challenges in the face of which they would normally have paled. Here the word to note is “coped”; they adapted, they fitted in, they showed great flexibility, but that does not necessarily mean that the outcome remains suitable as a long-term organisational structure.
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