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Organizational Change Agility: The Top 6 Practices

LSA Global

A Guide to Boosting Organizational Change Agility: The Top 6 Best Practices Most leaders understand that organizational change is both a constant and a necessity. Change management consulting experts define agility as the capacity of an organization to anticipate, respond to, and capitalize on internal and external changes.

Agile 36
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4 Autopsies of Big Change Management Failures

LSA Global

To perform and thrive, you have to be able to adapt to an ever changing environment. If you resist and defy change, your company is not long for this world. Here are a few examples from decades of change management consulting projects of now-defunct organizations that, in order to avoid disaster did not.

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4 Ways to Improve Your Leadership Communication Effectiveness

Organizational Talent Consulting

From being vulnerable to saying what others don't want to hear to endless Zoom meetings. Emotional intelligence helps you build better relationships, reduce workplace stress, create productive conflict and improve employee retention. The next time you find yourself in a meeting, and you don't know why you are there.

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Making Your Digital Transformation Journey Successful: An Overview of Its Essential Components

Epicflow

Therefore, before investing in certain technology, every company should have a clear idea of what their customers’ journey is, their behaviors, and expectations to make sure that transformed products or services will meet customers’ needs to the full. . Change management. Technologies: Optimization of Operations .

Tools 59
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Do You Have an Adaptable Enough Corporate Culture?

LSA Global

Organizational Agility — Do You Have an Adaptable Enough Corporate Culture? Do you have an adaptable enough corporate culture to thrive during times of change? Focus on the Customer When it comes to culture change, customer focus is a powerful organizational lever.

Culture 36
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LSA Global Delivers Facilitative Leadership Workshop for Biotech Company

LSA Global

The leaders in the Facilitative Leadership Workshop faced the following challenges: High expectations to take, promote, and encourage a cross-functional and program focus vs. the predominant product and function focus that most of their internal customers follow and are rewarded for.

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What is the Professional Services Industry All About?

Progressus

And —rather than selling physical products, they deal in less tangible resources like time, insights, and expertise – billed either by hour or by project. For the professional services industry, KaaS unlocks a new revenue stream and allows them to “productize” and package expertise in a SaaS-like subscription model.