We live in an age where disruption is no longer the exception, but the norm. However, many organisations are still struggling to realise the benefits of their transformation efforts
As we all recover from the initial shock of finding ourselves in a global pandemic, the realisation that the world around us has changed is starting to sink in.
Daryl Wright, the inaugural president of the Queensland chapter of the Australian Transformation and Turnaround Association, recognised the challenges of transformation and decided to tackle them head-on.
There is growing tension between those who have adjusted and benefited from working for home for almost four months, and those with a strong desire for everything to ‘return to normal’ – and regardless of which side of the office-fence you sit, we’re all feeling a little uncomfortable about the situation.
Governments around the world are hitting the reset button on economies and societies. What we do during the pause created by economic ‘hibernation’, and the direction we choose to face when we re-emerge will determine whether we head back out onto the path of self-destruction, or take this unprecedented opportunity to re-imagine the way we show up in the world.
In the midst of the current COVID-19 pandemic, teleworking provides many businesses with the opportunity to continue operating within the confines of emerging social-distancing norms.
In current times of uncertainty and volatility, it is easy to become overly focused on the negative, however, researchers have found that high-reliability organisations (HROs) are those that are able to harness opportunity in challenging times.
Experiential learning is the process of learning through experience and is more specifically defined as “learning through reflection on doing” (Kolb, 1974). Hands-on learning is a form of experiential learning but does not necessarily involve students reflecting on their output. It is the reflection on doing that crystalizes…
Leading the transformation of an organisation is a major undertaking that can be daunting to even the most seasoned of senior leaders. Once a leader realises that transformation necessarily means disrupting ‘business as usual’ (BAU) they also have to come to terms with the need to think differently.
Disruptive technologies and nascent business models mean that traditional approaches to economic development and business management are no longer sustainable. We need to innovate the way we do things, including the way we structure and lead our organizations.