First leaders and employees adjusted to working remotely, on what was presumed a temporary situation, then hybrid working was introduced to the workplace. Now according to Envoy, hybrid working has become the top preference for workers in 2022. As a result of the pandemic hybrid working has evolved but there are mixed feelings of the
Mindset Associates work with businesses in a range of sectors providing interventions to help organisations successfully implement change-projects. 70% of change management projects end in failures, but the reasons for such failures are frequently repeated and in nearly all cases preventable. As such, Stuart Ewen, founder of MA, wanted to develop a digital change readiness
If you thought adjusting to working from home was challenging…Here comes hybrid working. It took months for leaders and employees to adjust to working remotely, following Covid-19 last march. The next era of work might be even more messy, especially looking at McKinsey’s latest research that says 68% of companies lack a detailed plan for
Article published in City Security Magazine Disruption The start of this decade has seen unprecedented levels of disruption around the world. Climate change, terrorism, increased cyber threats, the US elections, not to mention the political fall-out of Brexit, and most recently, the global pandemic with coronavirus. The full consequences of these individual disruptions are still
Over the last few weeks, ready for our new website, I have been filming some testimonial videos with our clients. As part of this process, I have asked them what they feel had the most impact. One thing that comes out loud and clear is that our diagnostic process has really helped them understand why
My last blog noted that over 70% of Change programmes fail (Kotter). This percentage has remained constant for a number of years despite lots of change management activity becoming part of corporate life. So what gets in the way of the change and why does it fail? My strong belief is that most people actually
It was back in Paris in 2007 that the seed was planted. It was a seed that would flourish over the years and it wasn’t until about 2011 that I was able to give true significance and meaning to the conversation that had taken place in which that very seed was sown. Back then I
In my experience of working in multiple sectors either internally or as a consultant there is a pattern to what makes a difference between organisations that have a great service culture and organisations that aspire to have great service culture but ultimately fail to translate the aspiration into reality for their customer and teams. I
Much of the pain we see in business dysfunction today is the result of a silo culture built by leaders who have created an infrastructure in which their team members operate but the walls of this infrastructure are often barriers to innovation and creativity, which over time can lead to toxic culture challenges. Most leaders