Changing leadership expectations and behaviours is guiding a global organisation as it transforms its product offering, practices and people, according to its senior VP of HR.
"Narrow thinking" is one of the biggest obstacles to culture transformations, but tweaking the language used to advocate change can help break through this barrier, specialists say.
Employers have been slow to embrace behavioural insights to drive their culture transformations, but this area holds the key to building momentum and sustaining changes, an organisational development specialist says.
Organisations undergoing transformations often fail at some base levels to create the right conditions for sustainable success, according to a strategy and transformation expert.
Digital transformations create an ideal environment for HR leaders to step up and disrupt some of their organisations' outdated ways of operating, a change expert says.
Losing a major contract and becoming an acquisition target put Adshel's values and culture to the test last year, and its HR director says building employees' resilience was the key to seeing it through.
Icare has completely overhauled its change management processes to ensure more consistent outcomes, building a dedicated function to bring together its previously "solo" practitioners.
Of all the strategies introduced by winemaker Pernod Ricard to turn around its ailing culture, changing the mindset of its leaders had the biggest impact, its HR director says.
Workplace cultures are the biggest obstacle to transitioning an organisation successfully into the digital age, with hierarchies particularly problematic, according to transformation experts.
