MindForest is accompanying Cebi during this transition period to ensure the seamless adoption of the new software at all 11 sites and to provide change management support during the roll-out period.
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.
“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.
During any normal period, it is vitally important to ensure that the team works well together. This does not mean that everyone has to be best buddies. But team spirit needs to be preserved through informal contacts, social interaction and small gestures with a great personal effect such as “Secret Santa”. Let’s go through the way to achieve great things by creating a sense of belonging.
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 the webinar “Digital Literacy for Everyone” (held in English), which will take place on 18th November 2020 from 09:00-10:00 online!
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.
March 2020: From one day to the next millions of employees, managers and company owners have been progressively thrown into the world of virtual communication: online meetings, online presentations, webinars, virtual breakfasts and happy hours. There are a wide variety to choose from.
Applications allowing online video interaction such as Zoom.us, Webex and Livestorm have suddenly been flooded with registration requests while their stock value has soared to new records. As an example, Zoom.us stock value has practically doubled in the last 3 months.
Are you envisioning to go digital with your company? Then you have probably set up a transformation strategy and have it planned through. Well done!
Yet have you also taken your current organisational culture into consideration? If not, then your transition towards a digital future will most probably be in danger.
Did you know that a recent McKinsey (2016) study has shown that the biggest hurdle companies have to face when going digital is actually their own culture?
Sometimes the effects of an occurrence are not immediately visible, this does not necessarily make them less important, it just means you need to take time to understand what is happening. Here is an example: on the Galapagos Islands a variety of turtle lays its eggs in the sand, it has done so for thousands of years. Every year hundreds of little turtles hatch and run down to the sea. This is still the case, at face value nothing has changed, until you learn that the temperature of the sand defines how many male and female turtles hatch. Thanks to global warming, this fine balance has been disturbed and now many more females hatch than males – so although you cannot immediately see this difference it is nevertheless there and will have a huge impact on the long-term future of this variety of turtle.
This may also be the case in a workplace context. The recent crisis has sown an environment of fear; fear of the invisible, fear of the unknown, fear of what is to come.
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