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/Tag:Organisational Change

Winter is coming – Is your organisation prepared for real change?

Fans of Game of Thrones are all aware of the various noble families currently fighting and squabbling over who sits on the Iron Throne, and the battle to rule over the 7 kingdoms. What none of those embattled leaders realise is that there is a greater threat to their existence coming from the army of [...]

By | August 28th, 2017|Change Management|Result Type: Post

Personalised learning is vital

If personalised learning is so vital, why aren’t more organisations doing it?   According to the 2017 L&D Global Sentiment Survey, 77% of learning professionals believe the hot topic for organisational learning this year will be personalised learning and adaptive training delivery.   So why aren’t more of us doing it? In reality, providing someone [...]

By | August 22nd, 2017|Leadership Development|Result Type: Post

How to successfully implement cultural change

Making a significant and lasting change in any organisation that successfully adapts the way that things are done requires far more than a training session and a to-do list – it means defining shared goals, creating a shared pathway towards those goals, and the whole workforce walking that path together, guiding each other through each [...]

By | June 1st, 2017|Culture Change|Result Type: Post

… and what are we hoping to achieve? Results.

If results matter, so does strategy. We believe that organisations improve their productivity and performance through their people, and that strategy – or, at least, L&D strategy – is the means by which they do so. If learners are not to forget why they have acquired new learning, if organisations are not going to forego the benefits this learning could deliver, there is something that we need not to do: forget strategy.

By | May 7th, 2014|Methodology|Result Type: Post

Data and Soft Skills: running the gamut of emotions on a scale of 1 to 5?

‘Digitising the carpet’ – thinking of text as something electronic, although that may be a large part of the reality of internal communication in many organisations – can also digitise our tendency to sweep things under it. One of the reasons that inaccurate assumptions (including, of course, ‘the merger will go smoothly’) go unchallenged is that opinions go unsurfaced, or that varying points of view are not given opportunities to be voiced. Am I the only person sufficiently paranoid to think that the adoption of ‘sentiment analysis’ might, in itself, be somewhat inhibiting: “your emails and intranet postings will be analysed to identify your feelings and emotions” is a sentence that might make quite a number of people feel inclined to step away from the keyboard.

By | May 13th, 2013|Digital Learning|Result Type: Post

Conventional wisdom? Meet a real maverick …

Close to ASK’s heart is Ricardo Semler's insistence on a critical question: “why?”. And not just asking it at every available opportunity, but asking it three times. The first to get the rehearsed answer, the second to start the process of fresh thinking in the questionee, and the third to push the new thinking forward. (In an extract from his second book, The Seven Day Weekend, at inc.com, I was amused to see him draw the same parallel with four year olds as we did here some years ago – although we obviously forgot the motivational power of ice-cream.)

By | February 6th, 2013|Innovation Management|Result Type: Post

Guiding Principles for OD Consulting

Like any professional consultants (whether that consultancy is provided internally or – even more so – externally), the privilege of being selected to provided our service carries responsibilities. Some are mandatory in the strictest sense – the legal framework defines a range of liabilities and risks – while others are better categorised as ‘professional’ or ‘ethical’. To maintain our standards (and the standards of professional bodes to which we belong, as we are proud to support organisations that work to define, maintain and drive up standards), we are committed to regular and ongoing professional development. A further ethical concern is to recognise the boundaries within which consultancy is provided and presented: the opportunity to present ideas does not translate into a right to see them implemented. (Indeed, insisting too adamantly ultimately undermines the recipient client: effective consultancy should be based on mutual professional respect.) As world leaders in promoting the criticality of ensuring the successful transfer and application of learning, coaching and OD interventions, we are seeking here to identify and encourage the achievement of best practice in this business critical area.

By | August 31st, 2015|Consultancy|Result Type: Post