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Digital transformation isn’t as easy as plugging in shiny new tech. Nowadays, there’s too much resistance that requires rewiring your entire organization’s mindset. And here’s the ugly truth: most companies are failing miserably. Why? As Jeff Winter highlights in his video, digital transformation is getting dragged down by three major culprits: cultural resistance a lack of vision outdated IT infrastructure Let’s be honest—how can you expect to innovate when your people are terrified of change? Or when your "strategy" isn’t working? And don’t even get me started on IT systems that look like they’re from the Stone Age. These are leadership problems, plain and simple. Without getting your culture on board, having a clear vision, and modernizing your tech, you're not transforming anything. You're just spinning your wheels. So, what’s holding you back? Are you confronting these barriers, or are you letting them slow down your path to success? Follow Jacob Morgan for more insights on how to shape the future of work.

The old management paradigm of organizations as profit-generating machines does no longer work. We need a mindset shift to create truly valuable organizations. The traditional image of an organization is a hierarchy controlled by the top, efficiently producing sellable output, with the single purpose of generating profit or shareholder value. Luckily, most real organizations today do not fully fit this image anymore. At the same time, though, echoes of the traditional management paradigm are still strongly present in many organizations across the globe. If we want to create organizations that are truly worthwhile existing, we need to let the traditional management mindset go and replace it by a new one. These are the five mindset shifts of organizational transformation. From Profit to Purpose Old: Efficiency drives profit and if we aim to maximize profit, everyone will be better off.  New: Purpose drives everything and if we aim to truly make a positive impact, profits will follow as well. From Hierarchies to Networks Old: Intelligent people need to tell less intelligent people what they should do.  New: The unique insights and skills of all are best used in collaborations with others. From Controlling to Empowering Old: People are inherently lazy and self-centered and need therefore be monitored and controlled. New: People are inherently motivated to contribute and need to be empowered to do so. From Planning to Experimentation Old: We need to know exactly what is going to happen so that we are prepared and know what to do. New: We can’t know what will happen, so we need to act and adapt based on what we experience. From Privacy to Transparency Old: Knowledge is power and we need to keep our ideas, data and information to ourselves so that no one steals them. New: Sharing is power and if we share it and educate others as much as we can, they will come to us. When will your organization make the shift? #organizationalshift #organizationaldevelopment #businessgrowth

Are your rewards teams equipped to handle unexpected challenges? Given the uncertainties of the future, it is important for rewards teams to remain proactive in preparing for what challenges lie ahead. https://bit.ly/4eD1BoC Discover how implementing actionable steps and a strategic roadmap can establish a strong rewards infrastructure for the future. #HumanResources #FutureOfWork #strategy #Rewards

Change is inevitable. 👇 But did you know 70% of change initiatives fail? It’s not because of bad intentions. It’s because of: ---> Misaligned strategies ---> Weak planning ---> Ineffective implementation ---> Neglected follow-up So how do you navigate change effectively? Here are 4 powerful frameworks that every leader should know: ---> McKinsey 7-S Framework Align the 7 crucial elements within your organization to ensure your strategy, structure, and systems are all working in harmony. ---> Kotter’s 8-Step Model From creating urgency to making change stick, this step-by-step model helps embed change into your corporate culture. ---> Satir Change Model Focus on the emotional and psychological transitions your team experiences, guiding them through the chaos to the new status quo. ---> Bridges’ Transition Model Support your team through the emotional journey of change—from endings to new beginnings—while maintaining productivity. Each of these models offers a unique approach to leading through change. But the key takeaway? 💡 Leverage these frameworks to transform challenges into opportunities for growth. -- If you liked this post, you should share it with your network! ♻️

Are your rewards teams equipped to handle unexpected challenges? Given the uncertainties of the future, it is important for rewards teams to remain proactive in preparing for what challenges lie ahead. https://bit.ly/3CruiYl Discover how implementing actionable steps and a strategic roadmap can establish a strong rewards infrastructure for the future. #HumanResources #FutureOfWork #strategy #Rewards

When we give people true ownership over their work - the freedom to shape their schedule, choose their approach, and chart their path - we unlock their innate drive to excel. This isn't just about flexibility; it's about tapping into the fundamental human need for self-direction. The research is clear: autonomy isn't a perk, it's a performance multiplier.

I'd like to share with you case studies of companies that have applied Positive Organizational Interventions worldwide. Here is the first: Case Study: Leveraging Appreciative Inquiry at Hunter Douglas Window Fashions Division Specific Intervention: Implementation of Appreciative Inquiry (AI) as the foundation of their "Focus on Excellence" business process improvement initiative. Duration: 1 year Participants: The intervention involved employees across various levels, including front-line employees, managers, and leaders. Intervention Highlights: Hunter Douglas sought to improve their business processes and organizational culture by applying the principles of Appreciative Inquiry. This approach focuses on identifying and building on the strengths of the organization rather than concentrating on problems and deficits. Key Steps Taken: Discovery Phase: Employees across all levels participated in identifying the company's core strengths and best practices. Dream Phase: Participants collaboratively envisioned an ideal future where these strengths were fully realized and operational processes were optimized. Design Phase: Teams designed actionable plans to integrate these strengths into daily operations and improve overall efficiency. Destiny Phase: The company committed to the continuous application of these plans, encouraging innovation and ongoing improvement. Results: Cost Savings: The AI initiative led to savings of $3.5 million in the first year by improving business processes and reducing waste. Increased Engagement: Employee engagement and morale significantly improved as individuals felt more valued and empowered to contribute to the company's success. Enhanced Performance: The focus on positive aspects and collective strengths resulted in more effective and efficient operational processes. These results demonstrate the transformative power of Appreciative Inquiry in fostering a positive organizational culture and achieving tangible business improvements. Stay tuned for more success stories in our series on positive organizational interventions! #PositiveChange #OrganizationalDevelopment #AppreciativeInquiry #EmployeeEngagement #HunterDouglas #SuccessStories #POI Feel free to share your thoughts. Let's continue the conversation on creating positive workplaces!

For me, one of the strongest indicators of cultural maturity is how leaders respond after an incident. Dekker’s restorative just culture checklist provides an alternative to more retributive approaches. #FromComplianceToCare #CareFactorProgram

One of my most successful posts last year was about the “T-Shaped vs. V-Shaped Employee.” But, there’s more than just these two types. Which type are you, I, T, M or V? With almost 3M impressions and 32k engagements, last year’s post generated a lot of response. One of the most often made comment is that there’s more than just these two types. While we may be able to draw an entire alphabet, I like this typology of types: I, T, M and V that was put forward by Mike Dyne on Medium. This is what the four types of employee stand for (Dyne’s descriptions): I-Shaped Employees I-shaped employees have a narrow area of expertise and little or no knowledge or experience in other areas. While they may excel in their specific area of expertise, they may struggle to collaborate with others and bring a diverse set of skills to their work. T-Shaped Employees T-shaped employees are specialists in one area with shallow knowledge in other areas. They can be valuable team members who can contribute their deep expertise to the group. Typically, T-shaped employees are more focused and task-oriented. M-Shaped Employees M-shaped employees have deep knowledge in two or more areas. They are adaptable and able to switch between different areas of expertise while also being able to integrate them together. They tend to be more visionary and creative. V-Shaped Employees V-shaped employees have deep knowledge in one area and medium-deep, medium-broad knowledge in adjacent areas. They are versatile and agile and can switch roles and grow. V-shaped employees tend to be more communicative and collaborative. I’m the V-Shaped type; not an employee per see, but a V-Shaped entrepreneur. I have one area where I have developed deep expertise over the past 20 years. And next to that I have built and continue to build a set of adjacent skills and expertise that complement my core area. What about you? And your the right type for you, or should you develop into another type? If you enjoy this post, you will enjoy my new book, The Strategic Leadership Playbook. See the Featured Items in my profile or the link in the comment below. #employeedevelopment #teammanagement #growthmindset