The most important skill of an expert in managing change, is knowing how to identify what needs to change, for industries and organisations.
Popular thinking about organisational change management really needs to be flipped upside down.
FROM ... it's supporting the implementation of an already defined solution to a problem or opportunity ...
TO .... it's knowing what needs to change.
In this exclusive video, Jo Franco-Wheeler (Business Transformation Director at Inmarsat) discusses managing business change in the lead up to her talk at IRM UK's Business Change and Transformation Conference Europe in London on the 18th-20th March.
Eko: Could you tell us about your background?
Andrew Main: I grew up in an entrepreneurial environment, serving customers and picking up on their behaviours, quickly learning that there was no food on the table without great service. I was fascinated by hospitality, and by high school, I had decided that I’d build a career in this sector.
There is a huge battle for talent in the workplace today. Skilled employees are in short supply but at the same time organisations are focused on too narrow a definition of digital talent and not spending enough on upskilling existing workers.
The right reporting line is the one that works. Period.
Why are so many organisations and security professionals still worried about the reporting line of the CISO? This is one of the oldest and most consistent debate agitating the security industry, and it looks far from resolved.
Toxic leaders cannot exist alone. They need an environment in which they can flourish and followers who don’t challenge them. If you see toxic leadership within your organisation, you’re going to see elements of the following.
For toxic leaders to be successful, they need an environment where they can thrive. There are four elements that contribute towards a conducive environment: instability, perceived threat, questionable values and standards and an absence of governance.
They are more than human resources. They are human beings who happen to be employees. What does it take to lead in a way that naturally appeals to what makes us human, and incorporate that into our work? Some thoughts.
Have you ever had a boss who rejected your idea? What can you do about it? Pretty much nothing.
Unhappy with the company direction? What can you do about? Pretty much nothing.
You are assigned to work on something that you think is a waste and possibly detrimental to the company. What can you do about? You get where I’m going with this.
Books, eyelids, convenience stores and even web browsers all have one thing in common... For them to function effectively they need to be open.
The same is true of the employees in any team, department or organization. Engagement (and all the good stuff that goes with it) thrives in a culture where open communication and workplace relationships are strong. In fact, today's workforce expects nothing less as they are used to posting their life stories in various public, online outlets.
Being open is having the capacity to
Innovative and, some would say, radical organisation design methods like Holacracy have sought to get rid of traditional management structures with the aim of introducing more agility, more creativity and more autonomy.