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In the span of just a few months, business as usual has dramatically changed and may never look the same again. The coronavirus has single-handedly reshaped how business is done not only for B2C companies but B2B companies as well.
It doesn’t matter which continent I am working on; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change a
Ari Abraham from Philosophie Group Inc. Santa Monica, California talks to Karl Smith, a consultant, and innovator who has said in the past “My desire was not to build things that humans already do but to find out how technology could evolve our human experience.”
“Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders”
Humanity continues to make the same innovation errors in every generation, instead of finding out “how technology could evolve our human experience” they focus on how to upgrade or change our existing experience.
The pandemic has shown the world the power of unanticipated events. At the same time, analytic data has revealed that one of the best ways to plan for these risks, and lessen their impact, is to have a system of ESG metrics in place for early identification.
Today, customers and employees are searching beyond the buzz word of “Customer Experience”, and “Employee Experience”; they are checking your governance complexities, procurement policies, purpose experience, what your company and you as a leader stand for.
Não somos 100% felizes, 100% do tempo, muito menos tristes. Existe muita coisa entre os dois. Portanto, um comportamento 100% do tempo positivo é incongruente com ser humano e pode, sim, ser uma fuga. Talvez daí o termo “positividade tóxica” tenha surgido.
Some of the key challenges when implementing change are employee resistance and not learning or applying the new skills, as well as adopting the new behaviours. These traits can be described as aspects of a fixed mindset when change implementation really requires a growth mindset.