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Articles

• March

  30
  2016
  

  Four tips for building Organizational Change Capability

  Building change capability takes more than “want to” or an executive decree. Building change capability takes structure and intent. The risk is that we, as a community, get enamored with the concept of change agility, but we do not do what it takes to actually build it. Building a core competency in change is a transformation for many organizations. It is fundamentally altering how changes are managed and executed. Below are four key tips for building organizational agility, derived from some of the most critical mistakes research participants have seen in organizations that get excited about change capability but come up short when the time comes to truly change how they change. With these tips (and the associated mistakes) on your radar, you will be in a better position to transform how change happens in your organization.   1. SECURE ADEQUATE AND EFFECTIVE SPONSORSHIP In all ...
• March

  21
  2016
  

  Organizational agility as a strategic imperative

  We are living in a time of great change. Bigger change. Faster change. More complex change. More cross-functional change. More multi-disciplinary change. At the same time, we are more connected and processing more information than we ever have had in the past. To be successful in this environment of rapid, concurrent and never-ending change, organizations must grow their change agility not just to thrive, but to survive. In fact, senior leaders are starting to acknowledge how important agility is to their success. In a PwC survey of 1150 CEOs, 76% said that their ability to adapt to change will be a key source of competitive advantage in the future. A study by McKinsey found that 9 out of 10 executives said organizational agility was critical to business success and growing in importance over time. And the Project Management Institute's Organizational Agility Report introduced the following equation: greater organizational agility = better ...
• February

  26
  2016
  

  Gestion de la performance : entre leadership et outils de mesure

  De nouvelles formes de leadership "Dans un monde où tout est complexe, chaotique, on demande aux dirigeants d'avoir une vision et de prendre les bonnes décisions. Or, notre monde est fait d'incertitudes" a débuté Luc de Jaeger, Founding Partner de la société Nexum Luxembourg. Le paradoxe est alors on ne peut plus clair. Pour trouver la solution, les leaders de demain doivent avant tout gérer et accepter cette incertitude, qui est désormais la norme. La deuxième étape serait alors de connaitre ses peurs…puis prendre conscience que l'on peut déplacer les limites de celles-ci. Dans les situations que nous connaissons actuellement, le leader doit alors donner confiance et transmettre une envie d'oser. Pour cela, il doit "se construire une image en étant transparent, honnête et bienveillant, et même partager ses vulnérabilités" souligne Luc de Jaeger avant de poursuivre : "Pour être crédible dans un monde complexe, il devra faire la part belle à l’expérimentation, ...
• August

  24
  2015
  

  “Write your change”©

  Change is everywhere, all the time. We increasingly hear that change is the new paradigm of the 21st century. Despite this awareness of the ever-changing environment, people are naturally resistant to change. As a consequence, many efforts at change have not delivered the desired outcome or have even failed miserably, especially when it comes to changing an organizational culture. Prosci© research studies show that the number one contributor to successful change in culture is the effective sponsorship of senior management and their serving as role models and ambassadors for the change (being active and visible). The two most effective role models for change are the most senior person involved in the change and the direct line manager.  Beyond the individual sponsorship of top executives, the ability of the leadership team to act as a cohesive unit in providing this sponsorship will also act as a change accelerator. Misalignment ...
• February

  23
  2015
  

  Group Dynamics and Role Play

  Apart from the group leader, 5 distinct roles come to light. These 5 roles may have an unnerving effect upon you and can put the brakes on group dynamics, even create disharmony and contribute to unease within the group. The Group Leader The Flamboyant Scapegoat The Victimized Scapegoat The Seducer The Anti-Conflict Person The Hidden Leader Most of the time, the other people in the group observe how the group leader manages these 5 personalities. As the head of the group, he or she is interested in identifying the positioning of each one of them to better anticipate or second-guess their moves and take the initiative. As soon as unease within the group is observed, it is important to initiate changes to the players.  The Group Leader He/she is either the designated or the self-proclaimed leader of the group. His authority will depend ...
• January

  29
  2015
  

  BE A TREE. BE A LEADER.

  Stories shape cultures; they spark emotions and make sense of the past, present and future. That is why storytelling is one of the most powerful tools for leaders to make sense of complex transformations. Stories connect the whole organization to the business journey rationally and emotionally. However, it has become common knowledge that getting your message across effectively depends for 90% on the way you “play your instrument” (your body and your voice). It makes sense for leaders to look for consistency and best postures in order to maximize their impact on their environment. How do I move? More precisely, how do I place my body in front of others? There is a need for awareness of what I am doing and feeling. Let’s refer to the experience of Gilles Wiernik (actor, singer & facilitator) in order to help leaders stand like “a tall and strong tree”. The ...