Changing The Workplace
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How to Preserve Your Company Culture While Scaling Your Business

How to Preserve Your Company Culture While Scaling Your Business | Changing The Workplace | Scoop.it
Growing your business is a good thing. But sometime while you are growing your revenues, customers, and your staff expands you may face new management challenges in your business. There are often struggles with cash flow, building new processes and maintaining your company culture. There’s a big difference between being a mom and pop shop to adding managers to your business.

When your business is small, it is easy to adopt a casual company culture where employees get their work done on their own timeframe rather than punching a clock. But what happens when you have a much larger team and multiple projects to manage? You will need to put formal processes in place as it may become difficult to hold a larger staff accountable for deliverables.

Here’s how you can find that balance between scaling your business and keeping your company culture.

Via David Hain
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David Hain's curator insight, March 24, 5:39 AM

The challenge of preserving the founding spirit while growing numbers and bottom line...

JASON CAVNESS's curator insight, March 25, 4:03 PM
Everyone wants their business to grow. But how can you grow your business while still preserving your culture. HR can help you do this.
Rescooped by Roger Francis from 21st Century Leadership
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Want to Transform Your Organization? Here's Your Roadmap.

Want to Transform Your Organization? Here's Your Roadmap. | Changing The Workplace | Scoop.it
A 125-year-old global logistics company created the ideal culture for continuous improvement -- and gave the rest of us a roadmap for success.

Via Jay, Mark E. Deschaine, PhD, Roy Sheneman, PhD
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Rescooped by Roger Francis from Corporate Culture and OD
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Shifting perspectives: from Organisations to ‘Organisings’

Shifting perspectives: from Organisations to ‘Organisings’ | Changing The Workplace | Scoop.it
To be a true learning company, it is a risk to hold the perspective of being an organisation. Because an organisation might be seen as static – a singl

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Will the Gig Economy Make the Office Obsolete?

Will the Gig Economy Make the Office Obsolete? | Changing The Workplace | Scoop.it

The most impactful lesson that traditional companies can learn from the gig economy is to judge all workers, including employees, on their results, not on when and where they do their work.

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Control in times of uncertainty: how can you combat change fatigue?

Control in times of uncertainty: how can you combat change fatigue? | Changing The Workplace | Scoop.it

Organisations are under increasing pressure to be more agile, competitive and customer focused, and a key role of HR is to support them through the process of change.
 
Although change is essential, there is evidence that around 70% of all organisational change initiatives fail. In many cases, failure is exacerbated by employees’ mistrust of changes imposed from above, along with feelings of uncertainty and anxiety about their impact.

There is growing evidence, however, that one of the most common reasons for the failure of organisational change efforts fail is change fatigue. This article draws on my own research and that of others to help understand change fatigue, how it can manifest itself in organisations and how it can be managed.

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Guide Networks: How To Involve The Whole Firm In Digital Change

Guide Networks: How To Involve The Whole Firm In Digital Change | Changing The Workplace | Scoop.it

For digital transformation to stick, change has to become routine. Yet most companies still struggle with implementation, particularly the sort that requires people to not only adopt new practices but also to rethink more deeply-rooted attitudes and expectations. A new, more distributed approach is needed in complex organisations.

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Why changing a culture must start with changing behaviours  

Why changing a culture must start with changing behaviours   | Changing The Workplace | Scoop.it
Stephen Fortune, Principal Consultant for The Oxford Group, a people-focused company that supports organisations through change, discusses why prioritising behaviour and reward is important in times of transition 
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Why Organisations Need To Make Sleep Their Business

Research from Hult International Business School reveals lack of sleep is a 'hidden threat' to the modern organisation
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Change management is dead - human management is key by Jane Sparrow

Change management is dead - human management is key by Jane Sparrow | Changing The Workplace | Scoop.it
These days it’s less ‘business as usual’ and more ‘change as usual’ as our corporate environments (and world!) are in a constant state of flux. It means that change management itself is almost a dying trade being rapidly replaced by schools of thought around change leadership, agility and collaboration.
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The Rise of AI Makes Emotional Intelligence More Important

The booming growth of machine learning and artificial intelligence (AI), like most transformational technologies, is both exciting and scary. It’s exciting to consider all the ways our lives may improve, from managing our calendars to making  medical diagnoses, but it’s scary to consider the social and personal implications — and particularly the implications for our careers. As machine learning continues to grow, we all need to develop new skills in order to differentiate ourselves. But which ones?

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Why changing a culture must start with changing behaviours  

Why changing a culture must start with changing behaviours   | Changing The Workplace | Scoop.it
Stephen Fortune, Principal Consultant for The Oxford Group, a people-focused company that supports organisations through change, discusses why prioritising behaviour and reward is important in times of transition 
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Building a culture of innovation: How to grow fast and avoid failure

Building a culture of innovation: How to grow fast and avoid failure | Changing The Workplace | Scoop.it
Building a culture of innovation can transform organisations and improve the everyday lives and experiences of their employees, their investors and their customers. That may be a bold statement but it is one which is backed up by survey after survey across the globe.
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Us versus Them: Reframing Resistance to Change

Us versus Them: Reframing Resistance to Change | Changing The Workplace | Scoop.it

Change champions tend to pay attention to the upside of their future vision and the downside of today’s status quo. For example, those who are passionate about customers are hyper-focused on building relationships for the long term. To them, resistors seem greedy or blind.

Conversely, resistors pay attention to the downside of the change and the upside of the current state. They see the risks. When change champions refuse to discuss an issue, resistors assume they are hopelessly naive or sinister actors trying to pull the wool over everyone’s eyes. To them, it can seem fiscally reckless to divert attention from the financial aspects of the business to softer issues such as customer experience. Which of them is right? “They both are,” says Jacobs. “But each is only half-right.”

In the worst-case scenario, “us versus them” thinking devolves into factions that compete but never really engage. 

The solution is to reframe how we think about resistance. Rather than assuming critical thinkers are resistors, we would do better to treat them as guardians. Guardians see what needs to be protected, and the trust that can be destroyed by a broken promise or a shortcut. Who else will ask the hard questions? 


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David Hain's curator insight, February 3, 2:56 AM

A very sensible way to defuse resistance and to enrol critical friends rather than critics!

Miklos Szilagyi's curator insight, February 6, 2:29 AM
Guardians or fact/idea-checkers who can have a very valuable contribution... and when they feel that their contribution is seen as important and valuable, the reframing could be successful...
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What Makes Change Harder — or Easier

What Makes Change Harder — or Easier | Changing The Workplace | Scoop.it

Before you adopt any popular new management approach, it pays to analyze the implicit values embedded in it. Then ask yourself: How well will those values fit our existing organizational culture?

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Building your organization’s adaptive capacity

Building your organization’s adaptive capacity | Changing The Workplace | Scoop.it

Welcome to the Age of Turbulence, where change and unpredictability constitute the new normal. Where fast-paced innovation and market shifts can upset successful business models seemingly overnight. Where computerized systems increasingly put company and customer information at risk, and where cascading failures across infrastructures can bring down complex systems in an instance.
 
This is a world where your organization needs core resilience capabilities to survive.

But what is it that creates resilience in an organization? Does it happen by chance, or can resilience be developed with intention? 

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Developing a More Positive Workplace Culture 

Developing a More Positive Workplace Culture  | Changing The Workplace | Scoop.it

The beginning of 2017 saw Uber embroiled in scandal, first losing 200,000 customers in a single weekend after #DeleteUber fiasco, and later, more infamously, after allegations of sexual harassment surfaced against top execs. The controversy has been building since, but if it’s done one thing, it’s put the spotlight on workplace culture the world over.

It should be apparent: if we spend the majority of our day somewhere, we naturally want the environment to be a positive one. If we’re giving our time to an organization, we naturally expect to be treated with the same respect as everybody else who gives their time as well. Simple, right?

Obviously not. This begs the question: if the workplace culture is this toxic at one of the world’s most valuable startups, should any of our workplaces stand above scrutiny? If you are a male reading this right now, can you say with 100 percent certainty that the women in your office are comfortable or feel if they’re in a positive space? This transcends gender issues as well–males, females, and LGBTQA, people of all races and ages are susceptible to negative workplace culture. Is your office doing everything it can to curb it?

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Rescooped by Roger Francis from 21st Century skills of critical and creative thinking
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Ten Tips for Creating a Culture of Innovation - Education Elements

Ten Tips for Creating a Culture of Innovation - Education Elements | Changing The Workplace | Scoop.it
Recently it seems that innovation is a buzzword on the tip of everyone’s tongue. Need happier employees? Innovate! Need bigger profits? Innovate! Need better leadership? Innovate!

Over the past six months I’ve explored hundreds of news stories, white papers, and blog posts focused on why and how leaders might foster a culture of innovation. Unfortunately, innovation is too often be touted as a silver bullet solution without even defining what innovation is. Some folks have taken a stand against innovation, given its use as a catchall strategy. Yet I stand firmly in support of innovation as a focus for making better organizations and happier teams. I believe that what is most important is not that we “innovate” for innovation’s sake, but that we create cultures of innovation in our organizations -- cultures that supports risk-taking, reflection, and real collaboration. Out of the hundreds of strategies for and stories of innovation, I believe there are ten key lessons we can draw out to support us in creating cultures of innovation in schools and districts. Why ten lessons? David Letterman, obviously.

Via John Evans, Lynnette Van Dyke
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Rescooped by Roger Francis from Leadership
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From disrupted to disruptor: Reinventing your business by transforming the core | McKinsey & Company

From disrupted to disruptor: Reinventing your business by transforming the core | McKinsey & Company | Changing The Workplace | Scoop.it
Companies must be open to radical reinvention to find new, significant, and sustainable sources of revenue.

Via Marc Wachtfogel, Ph.D.
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De-mystifying Digital Transformation

De-mystifying Digital Transformation | Changing The Workplace | Scoop.it

Digital transformation is more than just a technology initiative. It means ensuring our organisations are ready for the challenges and opportunities of digitisation in terms of products and services, but also the organisation that produces them and the business models it operates. It impacts structures, culture, practices, and leadership, which means it is as much about people as it is about technology.

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Can Technology Enable a More Effective and Human Business Culture?

Can Technology Enable a More Effective and Human Business Culture? | Changing The Workplace | Scoop.it

Business performance is not what it once was and the consumer is the new CEO. Learn how technology enables a more effective and human business culture.

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The Four Key Reasons Contributing to the Increasing Complexity of Change

The Four Key Reasons Contributing to the Increasing Complexity of Change | Changing The Workplace | Scoop.it

Change is no longer interpreted in terms of being gradual, steady, progressive or linear; rather, the defining terminology revolves around the lexicon of hyper-fast, disruptive, transformative or non-linear.  Consequently, the rules that have traditionally tried to encapsulate the phenomenon of change are also going through multiple revisions rapidly as past becomes an increasingly irrelevant predictor of the future.  The following four key reasons are driving such a profound prospect:

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Why Business Should Leverage Augmented Reality

Why Business Should Leverage Augmented Reality | Changing The Workplace | Scoop.it

Augmented reality may be a new technology for many, but there are intriguing options to explore because of the numerous potential applications in the workplace.

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Rescooped by Roger Francis from Business change
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The Not-So-Simple Secrets Of Successful Culture Change

The Not-So-Simple Secrets Of Successful Culture Change | Changing The Workplace | Scoop.it
Large change is comprised of MANY small changes, or what I call little victories.

Think of any truly transformational change in society that has sustained the test of time, and I will show you a series of seemingly small steps that built upon each other toward the final outcome; events that very often inspired others to create little victories of their own. Those instances challenge the underlying beliefs and assumptions that people hold to be true about the current state.

Via David Hain
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David Hain's curator insight, February 16, 11:03 AM

It's never 'change' - its 'changes'. And where you stand depends on where you sit! BTW, there is no end state...

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What are the Secrets of Profoundly Remarkable Customer Service?

What are the Secrets of Profoundly Remarkable Customer Service? | Changing The Workplace | Scoop.it

When you felt really good about your work, what was going on?” That question was the key query that unlocked the secret to the true motivation to work. Industrial psychology professor Dr. Fred Herzberg, author of the landmark book, The Motivation to Work, used that question. His article: “One More Time: How Do You Motivate Employees” is one of the most reprinted articles ever to a appear in the Harvard Business Review. Dr. Herzberg can help us unlock the secrets of profoundly remarkable customer service.

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Why change can be hard - our brains and change  

Why change can be hard - our brains and change   | Changing The Workplace | Scoop.it

If you’re as old as I am you might remember the halcyon days where change was dealt with in neat, linear projects. It was planned, implemented, embedded, reviewed and refined, then on to the next project. We can drop the nostalgia now we are having to deal with added complexity, emerging disrupters, rapid technology advancements and uncertainty pervading our every decision.

Change is hard – for our brains. Let’s look at how our brains deal with change to gain a deeper insight into why some people would rather have a root canal treatment without anaesthetic than go through ‘yet another’ change initiative at work.

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