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The people analytics team was surprised — as was finance team in that country, which had no reason to benchmark themselves against other countries and had no idea that they were such a bright spot. In bottoms-up cultural transformation initiatives, the how things are done is equally or more important than what is done.
Alignment with Ways of Working, Resources, and Capabilities We know from leadership simulation assessment data that too many leaders ignore cultural and operational realities. Strategies that clash with organizational culture or overlook operational constraints are unlikely to gain traction.
Enable ChangeManagement Implementation Support the team with implementing the change plan so that “hearts and minds” portion of the ERP implementation is successful. Assess Change Readiness Baseline Assess change readiness of key stakeholders to benchmark and baseline for training and navigating change.
The Culture Toolkit containing research-backed workplace culture tools and insights for leaders to create a healthy, high performing, and strategically aligned culture. Our organizational alignment research found culture accounts for 40% of the difference between high and low performing organizations.
How effectively has the company adapted its legacy business to change and disruption, giving it new life? How have the firm’s growth, profits, and stock performance compared to a relevant benchmark (NASDAQ for a tech company, for example, or DAX Index for a German firm) during the transformation period? Financial performance.
Tips to Mitigate Confirmation Bias Encourage psychological team safety and a culture of constructive debate where team members feel comfortable voicing and challenging assumptions. Tips to Mitigate Overconfidence Bias Foster a culture of humility, benchmarking, continuous learning. It can also lead to complacency.
It demands aligning top leadership for change to guide those affected by change through the inevitable ups and downs of organizational transformation. The data on successful organizational changemanagement is pretty bleak – by most accounts 70% of all organizational change efforts fail to deliver expected results.
The initiatives included streamlining patient administration in a hospital, implementing a customer-relationship-management (CRM) system in a financial services organization, rolling out a global enterprise-resource-planning (ERP) system for a pharmaceutical company, and promoting collaboration in a technology company.
And what are the benchmarks of success? They shift their culture so that some of these ideas begin to permeate and shape the behaviors and actions of their employees. Those who get it right recognize that changing behavior requires a multipronged effort that ultimately shifts the culture of the organization.
The event will be of interest to project controls engineers, project leaders/managers, resource managers, changemanagement experts, risk managers, business consultants, and more. This event offers an opportunity to benchmark and engage with industry leaders.
No market research or benchmarking data would have suggested it. And once they found it, it didn’t need careful changemanagement to extend it to the rest of Customer Support. But, there was no special analysis that they could have done beforehand to figure that out. They don’t need special support.
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