Change management | Page 4 (193 items)

An "adaptive challenge" should have enough "heat" to motivate, mobilise and engage a leader, but not so much it overwhelms them, according to a leadership expert.

The less time employees spend absorbing behavioural expectations by "osmosis" in the office, the more intentional organisations have to be about reinforcing them, and "culture coaches" are a potential solution, an expert says.

An independent review into PwC Australia's practices has revealed an overly "collegial culture" and a disproportionate focus on revenue, leading to "shadow sides" of its culture, where aberrant behaviours went unchecked.

The need for "future fitness" in organisations has never been more urgent, and according to a global change expert, the right "tech stack" is futile without the right "people stack".

When conducted well, organisational redesigns motivate people and drive substantial value, but too often, they're undertaken for the wrong reasons, change experts say.

A transformation decision that prompted the "worst day" for an HR leader has ultimately helped to turn high-performing individuals into a high-performing team.

Leaders who expect organisational change to be hard, and understand the three main barriers, are better placed to manage it successfully, a transformation expert says.

One of the most important communication tools leaders have at their disposal is curiosity, according to a communications specialist who says that asking more and better questions is key to leading people through change.

A consultant who helps senior executives navigate change has identified four key trends arising from "adaptive challenges", which in turn require distinct leadership capabilities.

Whether or not a team is high-performing is being shaped by workplace flexibility, transformations and the amount of time spent in meetings, according to new Atlassian research.