Simon Brown 🇺🇦

Hear from specialists and clients who have delivered outcomes and been instrumental in realising both financial and non-financial benefits, establishing a culture of adoption and capturing lessons learned. Learn how to make the most of your investment, achieve your transformation vision and set up your organisation for continued success. Register here.

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Our #community of Issoria clients who are steering #organizational_change to new strengths and greater capacity are awesome conversation partners. When we get together we #synthesize bright ideas and #cocreate designs for the future of #change. We also keep it #simple as we all share the same commitment to #humanistic change. Let's remember that everyone needs #information and trusted #relationships and #skills plus #abilities and lastly (although this might actually be first) to feel aligned with the #values of their employer. With these in place, #upskilling internal capability is a #growthmindset adventure.

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But what happens in less than 2 years when we don’t organisationally have the right skills, cannot find the right skills and are playing a massive game of catch up that may not be possible?   I got talking to one of the leading global team culture experts, Shane Hatton yesterday on why the future of work, leaning into to the skills transformation and the re-skilling of the workforce were not more of a burning issue for HR, L&D and C-Suite Exec’s. I actually paused for a moment, and it was a great reflection point for me. I speak about this topic a lot, am a passionate skill builder of others but why is this not on a lot of CPO’s, CLO’s or C-Suites people agenda’s until they realise the risk? Whenever I discuss this topic, it inevitably includes, “I believe as employers, we have an obligation and responsibility to ensure our people are not left behind in the future of work.” Are we not looking at the opportunity in front of us? 🔗 80% of businesses expect to start or increase their utilisation of AI tools and technology in 2024 🔗 In the near term, 50% of employees will need re-skilling 🔗 Four-day work weeks go from radical to routine 🔗 More agility in business is required to fill skill gaps, move faster, and have the competitive edge 🔗 Career stereotypes are changing in the face of workplace change We have been here before with the introduction of Excel, Internet etc and in my opinion believe we are in a great position to have a change plan to leverage what is here, coming down the line and going to impact our people. When I talk to most HR/L&D leaders I feel we are waiting for the CTO or CIO to come up with the strategy for where the future will take us however, I firmly believe it is every departments responsibility to have a plan and ensure their people are ready for this new world ahead… Would love to hear what you are all doing in this space, if you have a plan and what it involves! 💡 BTW, anyone attending Australian HR Institute (AHRI) Conference in Cairns, make sure you check Shane’s session it will be an awesome session!

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Beyond Digital Transformation – The People Dimension: The people dimension of any organisation is complex at the best of times, but during a transformational period, it becomes far more complex, with so many elements that need careful exploration. Where Are The Decisions Made? The first question to ask is, who is setting the transformational goals? The obvious ‘right answer’ is the ‘business,’ […] The post Beyond Digital Transformation – The People Dimension appeared first on The Digital Transformation People.

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The Culture Transformation Masterclass is next week. Book today and dont miss the opportunity to become a certified culture transformation specialist.

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We often overlook the language of the subconscious mind in organisational change, but it’s incredibly important. Read more 👉 https://lttr.ai/AMP7P #OrganisationalChange

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According to recent Accenture research, 96% of companies globally are set to increase their budgets for change initiatives, dedicating over 5% of total revenues in the next three years. However, only 30% of leaders feel prepared for these changes. Emma Neil from Accenture emphasizes to leaders that they must now focus on enhancing their own change capabilities and cultivating a culture of growth, #resilience, and #innovation in this TechDay Australia article. https://accntu.re/4fe8QoB

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TRANSFORMATION BURNOUT I’m seeing a lot of #burnout at the moment caused by the ever increasing change and #transformation going on in organisations. The ability for an organisation to change, transform, or adapt is a given in today’s business environment. However, the pace that this change often occurs means business leaders can overlook key areas that, if some attention was paid to, could dramatically increase the chances of success while ensuring their people’s wellbeing and reducing the risk of burnout. This includes eliminating unnecessary tasks for roles before adding change initiatives to them, streamlining existing processes, and recognising and rewarding the efforts individuals are making that contribute to the change. Read more below for the things you can be doing to ensure your organisation has the energy to transform. #6teamconditions #transformation #executiveleadership #burnout

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As companies continue to navigate an uncertain landscape,Nomination, Remuneration & HR Committees need the strategic insights of CHROs and other HR leaders likely to become increasingly vital in driving long-term success and fostering resilient corporate cultures.

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Just about to embark on an HR Transformation journey? This in-person HR Transformation Masterclass on 19th June 2024 in London is for you. Improve your capabilities and confidence, learn about: 👍 Fundamentals of HR Transformation 👍 Vision to Value Realisation 👍 Avoiding Common Pitfalls 👍 Actionable Strategies This is a small group Masterclass, reserve your place via Eventbrite👇 https://lnkd.in/ekTfucC8 #peoplestrategy #hrtransformation #masterclass #change #learning

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When the 𝗖𝗘𝗢 𝘀𝗲𝗲𝗸𝘀 𝗮𝗻 𝗮𝗹𝗹𝘆 for transformation, is the CHRO their first call? When Cherilyn Vossberg and I discussed this, we said 'not yet, not all'. A 2024 Deloitte study also reflects this reality: while 72% of HR leaders believe HR must evolve to a driver of cross-functional work, only 11% feel they are doing this well.  CHROs are often seen as essential, but not central, to transformation. Why is this? The Opportunity is profound: ❌ 70% of transformations fail. ❌ Critical roles are missed in our traditional Talent reviews... ❌ ..while Role-Talent risks silently erode organizational value. When CHROs take ownership of business transformation, they don't just support change— they turbo-charge it. Here’s how successful CHROs drive that shift: 🚀 1. 𝗦𝘁𝗼𝗽 𝗺𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝘁𝗵𝗲 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻. 𝗦𝘁𝗮𝗿𝘁 𝗼𝘄𝗻𝗶𝗻𝗴 𝘁𝗵𝗲 𝘀𝘆𝘀𝘁𝗲𝗺. Transformation succeeds when leaders have clarity on where value is created and where it might leak. CHROs are uniquely positioned to unlock this clarity by: ✅ Facilitating alignment on the Value Agenda—a one-page roadmap outlining the work that drives the most value; quantified and sequenced. ✅ Helping the business identify 20-30 Critical Roles that disproportionately impact value creation. These are the roles that will make or break transformation. 📊 2. 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝘄𝗵𝗮𝘁 𝗺𝗮𝘁𝘁𝗲𝗿𝘀: 𝗞𝗻𝗼𝘄 𝘆𝗼𝘂𝗿 𝗧𝗮𝗹𝗲𝗻𝘁 𝗖𝗮𝗽𝗶𝘁𝗮𝗹. If Organizations manage financial capital so rigorously, why not Talent Capital ? Imagine if the organization had a Talent Capital Balance Sheet (TCBS) - one that provides a clear, evidence-based picture of execution risks in the 20-30 critical roles. The TCBS illuminates the risks in these critical roles as a combination of: 1️⃣ 𝗪𝗼𝗿𝗸 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲: the complexity of work that is embedded in these roles to create value 2️⃣ 𝗥𝗼𝗹𝗲 𝗗𝗲𝘀𝗶𝗴𝗻: the robustness of the role design 3️⃣ 𝗧𝗮𝗹𝗲𝗻𝘁 𝗥𝗲𝗮𝗱𝗶𝗻𝗲𝘀𝘀: The assessed ability of the talent in the role to succeed despite the complexity of work and constraints in role design? ⚡ 𝟯. 𝗠𝗼𝘃𝗲 𝗮𝘁 𝘁𝗵𝗲 𝘀𝗽𝗲𝗲𝗱 𝗼𝗳 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀. HR is usually, at the short end of the stick, sporadically responding to demands of transformation. While the business is moving fast, HR is mostly caught up in annualized people-processes or responding to operating demands. These are foundational for the business, but no longer enough. To get ahead of demand, HR could: 🔑 Adapt systems of work dynamically as priorities shift. 🔑 Focus leadership attention on critical roles 🔑 Continuously identify and close risks to execution Successful CHROs re-architect HR to shape demand drivers for transformation by first syncing capital and talent allocation. Next, by de-risking critical roles with stakeholders, they amplify the impact to business value.Lastly, by instilling a discipline of doing this periodically, they raise HR's impact as the driver of transformation. #CHRO #CEOWorks #Transformation

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Technological innovations offer immense opportunities for organizations, however, it's crucial to manage these disruptions effectively to avoid significant risk. https://lnkd.in/eFF9CMnR Helen Sharpless-Willis and Mehul Rajparia share actionable steps to mitigate these risks through a collaborative digital-first people strategy. #technology #risk #HR #skills

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The changing role of L&D In the past few years, we've seen the role of L&D professionals evolve dramatically. The pandemic, technological advancements, and geopolitical shifts have all transformed how we approach learning and development. In my latest blog, I explore how L&D professionals can navigate these changes and prepare for the future, sharing a roadmap to adapt and lead with impact. Emphasizing the importance of adopting new technologies and a human-centric approach, the blog discusses how L&D leaders can act as strategic consultants to build a strong learning culture that propels organizational success. https://lnkd.in/gh_E8C8u Sunit Sinha Jagpreet Brar Gunjan Ramchandani Maneesha Garg Debjani D. Sandeep Chatterjee Arun Sharma Sharad Maloo Saptarshi Chatterjee Subhro Bhattacharya Rohin Nadir Nishath Moheb Usmani Varshita Bangia Nikhil Sethi Vinodkumar Ramachandran #Leadership #LearningAndDevelopment #TalentDevelopment

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Are you a leader, manager, consultant or change agent navigating the complexities of organisational transformation? The Practitioner Certificate in Consulting and Change programme equips you with the advanced theoretical and practical tools needed to make a lasting impact in organisations and teams. ✨ Who is it for? This programme attracts professionals from diverse industries, including: Senior managers and leaders HR and Business Partners Coaches, consultants, and organisational psychologists. If you’re seeking a fresh, systemic approach to tackling organisational challenges, this programme will empower you to do this with confidence. 🎓 Key Takeaways: - Practical tools for facilitating change from contracting to evaluation - The ability to work confidently with complex team and organisational dynamics - A robust international network of peers and colleagues - A deep understanding of systems psychodynamics, social sciences and socio- technical systems 🔑 Why Choose This Programme? The world renowned The Tavistock Institute of Human Relations are experts in working with and understanding organisations and teams as complex systems driven by behaviours and attitudes—many operating unconsciously. This programme empowers you to identify and work with these "beneath the surface" dynamics and culture to facilitate meaningful change. Find out more about the 2025 programme and get in-touch with myself or co-faculty member Camilla Child if you would are interested. https://lnkd.in/evPW9vun #OrganisationalChange #Leadership #Consulting #TavistockInstitute #ProfessionalDevelopment #groupdynamcis #organisationalculture

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Friends, be sure to check out this article, which features some great insights from my colleague, Alexander Kirss, PhD. Here's the part that broke my brain (in a good way!): "Eighty-one percent of C-suite executives at companies that deployed AI said it boosted workforce productivity." However, "Nearly half (47%) [of employees] said they don't know how to achieve the productivity gains their employers expect, and 77% said AI tools have decreased their productivity and added to their workload." That disconnect is absolutely fascinating and worth exploring.

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Workforce expectations are evolving and so should leadership models. In EY’s article, thought leaders share how organizations can close skill gaps and adopt new ways of thinking, acting and reacting to cultivate the next generation of leaders. 💻https://ow.ly/ZogM30sBz3z #EYCanada

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