What do chickens, defensiveness and collaboration have in common? I think that was a question which certainly peaked our audiences interest. Our latest webinar on
With this principle, we propose that organizational change should be addressed in an agile way, through small continuous experimental adaptations. By leveraging “the adjacent possible" and the predispositions of the organization — small changes that people propose themselves — we reduce the risks and side-effects of change.
More and more large corporates want and need to embrace agility. Becoming agile starts with achieving a shared understanding of the values, principles, and key practices. The challenge is to provide learning to thousands of employees. We’re finding that corporations are seeking solutions that are more cost-effective than sending individuals to training here and there. The Corporate Learning Program, co-created with the client, is more effective, in many ways.
Culture is, briefly, “the way we do things around here”. It is the context of all activities within an organization and sets the norms for what behaviour is acceptable and what is not acceptable. It has a very strong influence on how people behave. And companies that are unaware of their culture, uninterested in what it means, or lacking the right tools, risk ending up with a culture that does not fit their strategy.
What COVID-19 has to do with the Viennese plague in the 18th century, what parallels we can draw between entrepreneurial and personal crisis management, what role agility plays in this and why it pays off to have a lot of Augustins with bagpipes.