All posts tagged: Change Management

Key Take Aways from the HR Congress 2019 in Nice (Day 1)

I’m attending the HR Congress 2019 in Nice, and have pulled together a quick list of the key learnings from the first day sessions.  Intro session The main conference session was moderated by Nigel Barlow, who in his opening presentation focused on the topic of Curiosity, as a way to overcome the “Yes, But” syndrome which stifles innovation. His message is that we need to teach ourselves Ignorance, sometimes asking dumb questions to learn new things and move to a “What If” culture and sustain real change. Professor Julian Birkinshaw, the author of Fast Forward, focused on new organisational models and new skills to support transformation. The main message for Organisations is that We can fight complexity only with simplicity. As for skills, the main one is to unlearn and be “unreasonable”, linking in with Barlow’s “what if” attitude. In this phase, great leaders need to be “ambidextrous”, Mentor and Role models towards the inside of the org, and Spokespersons and Champions towards the outside building a constant tension with the purpose of the company. Claude Silver is the Chief Heart Officer at VeynerMedia. An enviable …

Why do Digital Transformations fail?

There are many articles recently looking at why Digital Transformation projects are failing. A recent survey by Accenture among 1350 global executives, which collectively invested over 100 billions USD on scaling digital innovations, shows that 78% of companies struggle to see results. This confirmed the 2017 survey results from Bain that showed that only 5% of digital transformation projects were successful. we learned that few companies win, most struggle and some are left with complete disappointment. This rings true especially as companies shift from improving the efficiency of their operations to generating new value for customers.  Accenture, Retink, Reinvent, Realize But what are the reason for this? I’ve tried to compile a list here based on some of the most known articles on the topic. A collection of challenges The first two challenged have been identified in the above-mentioned Accenture research by Mike Sutcliff, Raghav Narsalay and Aarohi Sen and published on HBR. Unspoken disagreement among top managers about goals: if senior managers’ don’t agree on the priorities, or on how to measure success, it is difficult for the organisation …

What’s new about Digital Leadership?

Understanding the concept of Digital Leadership is not an easy tasks. Multiple points of view, different approaches, a lot of partial answers, all contribute to a scattered scenario. If we want to really focus on digital maturity though, we need to approach this concept as the fundamental component of Culture Change. Digital Leadership is another concept, together with of Transformation, that is really “hot” in the most recent managerial literature and debate. The debate goes between the two extremes of who tries to redefine entirely the concept of Leadership applied to digital, and those that instead minimize its impact to just a new technology variable, not altering the fundamentals of traditional Leadership models. In this post I will try to reframe the topic starting from suggesting that the perspective of what is a digital leader already creates complexity in giving an answer. I will then assess three possible models of answer in the framework of Digital Transformation. What is a Digital Leader? Most traditional organizations are challenged constantly in defining what is digital, and this …

Are you ready for Generation Z?

Ok, you may wonder why we should already start thinking about the Z Generation, when we have not yet learnt to cope with Generation Y. I believe the answer is easy. As HR experts, we need to interpret the world that is forming in terms of talents, competencies, values, attitudes, lifestyles. If we really want to be able to interpret our role in today’s organisations, we need to help the new generation form itself. Well, ok, I hear what some of you are thinking. “Helping a generation to form” is not exactly what you find in a typical HR job description. But let’s face it. Recent times have shown that private companies are, in many ways, the real frontline to the needs and desires of a new generation. In many countries, the schooling system has ceased to offer a real strong support to the evolution of a generation, constrained by continuous budget cuts and an aging teaching body. Family is so challenged by today’s economic crisis, that it also cannot offer a real consolidation effort …

Things will have to change in order that they remain the same.

On the verge of the results of the Italian elections, it is difficult not to think about one of the best movies of Luchino Visconti, “Il Gattopardo” (The Leopard, based on the novel with the same title by Tomasi di Lampedusa). No other movie is able to interpret in such an intimate manner the soul itself of Italy and its society. But it also tells a lot of the natural inclination of all humans to avoid any form of Change. Change is scary, it makes us nervous. Yet we appear never to be able to avoid change. So, change has become one of the most (ab)used words in any business discussion today. Everything is changing… the pace of change… managing change… leading change… all expressions we read and listen to everyday in any organizational talk. If it is effectively true that some parts of the world are changing at a faster pace (technologies are changing at a speed humankind was not used… ), most organisations are not changing as fast as they should (or could). …