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Dans un monde en perpétuel changement, on est de plus en plus conscient que la seule façon de s’ajuster en permanence à l’environnement est de développer sa capacité à changer, d’être capable de tirer des leçons de ses erreurs et de savoir se remettre en question. Le changement est induit à partir du moment où il existe un décalage entre l’état actuel d’une situation et celle que l’on souhaiterait voir dans l’entreprise, l’état futur. Différentes raisons peuvent pousser au changement :
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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.
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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?
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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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Pedro, could you briefly introduce yourself? I am the founder of Verbalius Sàrl, a company dedicated to executive coaching in public speaking, debating and public relations skills. As a tireless connector, I’ve been involved at board level in the International Junior Chamber and Indian Business Chamber Luxembourg and I’m currently a board member of the International School of Luxembourg and a mentor with the Incubator of the University of Luxembourg. After a career spanning two decades in banking and with 25 years experience in public speaking, I’ve made it my mission to help people to become successful public speakers.
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Le travail à distance, et plus particulièrement le télétravail, tend aujourd’hui à se généraliser avec le développement des nouveaux outils digitaux. Ce choix présente de nombreux avantages à la fois pour l’entreprise et les collaborateurs, mais il y a également des conséquences à ne pas négliger. En effet, le travail à distance ne favorise pas le développement des relations interpersonnelles, les interactions entre collègues ou avec la hiérarchie, il ralentit la communication directe et les collaborateurs peuvent ressentir un sentiment de cloisonnement et d’isolation par rapport à leur environnement de travail. Cela entraîne la perte des objectifs collectifs, le partage des connaissances, mais surtout la culture d’entreprise.
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Everyone is currently talking about digital transformation, as this is indeed the next logical step forward, but one should not forget that every lasting construction needs good foundations without which it will not withstand storms or any other unexpected events. Taken in a corporate context, this means building on the existing structure, on the lessons learned, on the effectiveness of your teams and their past achievements in order to cocreate the next steps. In doing so, some elements will be retained, some transformed, others replaced following analysis of needs in comparison with the current situation and expected future challenges, then it will be possible to start to define where the journey is leading. At the outset it will be difficult to maintain an overview of all the different elements, but this is where an existing strong corporate culture can make a vital contribution, particularly if teams are used to being innovative and adaptable. As with any change project, by explaining the why, teams will be inspired to strive for solutions to ensure the long-term sustainable future of the company and therefore their jobs.
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As the poet John Donne already stated in the 16th century: “No man is an island, entire of itself; every man is a piece of the continent.” This quote can easily be transferred to a business environment, as it reflects a basic need that most human beings experience. The need to create inter-personal links and to feel part of something bigger. Five centuries later, in 2019 Cognizant conducted a survey in partnership with Microsoft. The aim was to gain a better understanding of employee perceptions about belonging at work. They surveyed more than 10,000 employees from 17 countries allaround the world, 92% of whom expressed the overall importance of feeling a sense of belonging at work.
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Working from home – it has been all over the news and certainly the spread of COVID-19 has had its effect. However, the concept of working from home is far from being brand-new since it has been around for a couple of years now. It is rather the speed by which companies have had to adapt their internal organisation which has had such an impact. Being forced to digitise within a couple of days has encouraged companies all around the world to promote their digital agendas. So now, the question has been raised, how one can benefit from this swift change in habits to redefine corporate organisation in a meaningful way?
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Avec le Covid-19 une grande partie de notre économie a été ralentie. Certains secteurs se sont retrouvés presque complètement à l’arrêt du jour au lendemain. Certaines organisations ont été prises de cours, d’autres ont rebondi rapidement et certaines s’interrogent encore sur leur avenir. Les exemples d’entreprise qui ont revu ou adapté leur positionnement stratégique ne manquent pas :
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