"How will technologies and practices like artificial intelligence, predictive analytics, digital transformation, and change management impact colleges and universities this year? Here's what the experts told us ..."
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Education 2.0 & 3.0
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Adapting to change requires reacting positively to change – even creating change – and ultimately ensuring that it works to a special library’s advantage. Equally important, special librarians themselves can thrive, both personally and professionally, when they become change agents …. think “resilience,” not resistance. Via Elizabeth E Charles 
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I have been writing a series of articles on culture-enabled organizational transformation. Much of my philosophies on this subject are derived from learnings on the battlefield as a Navy SEAL, and in the boardroom as an entrepreneur. There are three phases to my transformation model, each with several components: building the change culture, preparing for the change battle, and winning the change fight.
Once a company is well-prepared for change and high levels of trust and accountability have been woven into the fabric of the organization's culture, only then can they start preparing for the change battle. Behaviors and mindsets must adapt and a plan of attack developed and communicated. The first phase of winning the change fight is to empower the team and enlist as much participation as possible at all levels. Via The Learning Factor
The Learning Factor's curator insight,
February 21, 2017 5:07 PM
Organizational transformation requires empowerment and participation at all levels. 
rodrick rajive lal's curator insight,
February 22, 2017 4:32 AM
Organisations should allow their employees to drive change. But then, for that to happen, a culture of trust needs to be developed, post that, the vision of the organisation, philosophy and ethos need to be shared with the employees. After the sharing of the vision, organisations need to provide for disruption and challenging of fixed mindsets. Providing employees with enough opportunities for professional growth, and offering enough sources for learning new things, all of them will help build a workforce of dedicated employees who are willing to drive change!
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How does an incoming CEO make systemic changes in an established company when its employees have become demoralized or fearful? I’m thinking of a storied manufacturing firm that only recently emerged from a decade of turmoil and drift. An independent analysis concluded that an overly ambitious expansion effort in the mid-2000s had resulted in the company launching projects it lacked the resources to deliver. Managers and engineers, reluctant to bring bad news to bosses who had advocated for expansion, let troubled projects fester until problems became acute. Via The Learning Factor
The Learning Factor's curator insight,
September 23, 2014 6:41 PM
The simple but effective practice of peer coaching can help organisational culture change. |
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Anthony Mackay and Michael Fullan discuss Fullan's recently released paper, The Right Drivers for Whole System Success. Via Tom D'Amico (@TDOttawa)
seline jones's curator insight,
February 16, 2021 3:10 PM
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I took over as CEO of Sanofi Canada in May 2012 when the healthcare organization was preparing for major change. We were about to move hundreds of employees to a new corporate headquarters, a challenging operation at the best of times, while also getting set to transition to an open-plan workspace, a first in our history. Via The Learning Factor
The Learning Factor's curator insight,
September 25, 2014 4:59 AM
Read what a CEO learned about leading a large organisational change initiative. |
