Remove 2020 Remove Agile Remove Change Remove Engagement
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Accelerating the Journey to HR 3.0: Key Insights from IBM’s 2020 Study

InnovationTraining.org

More than two thirds of executives surveyed in IBM’s latest research report said that HR is ripe for disruption – and the time is now to make a move to fundamentally change the way organizations think about their human resources department. Build and apply capabilities in agile and design thinking (more on this below).

Study 98
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Reimagining the Future of International Events

Business and Tech

While digital formats can expand audiences, they make it more difficult to engage members, create quality connections, or brainstorm new ideas. The premise was for members to be able to meet in-person wherever safely possible, but at the same time be agile and flexible in case local regulations changed overnight.

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Innovating During and Post-Crisis: How to Keep the Momentum

IdeaScale

Around 90% of executives say they expect the pandemic to change the way they do business for at least five years. One of the biggest changes to transpire during the last couple of years has been the transition to more “digital” channels for customer service and sales. Here’s how companies can continue to innovate post-pandemic.

How To 147
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Driving COVID-19 employee engagement with idea management

Wazoku

Communication and engagement with employees are an essential part of business at any time. The benefits of an engaged workforce include improved employee retention and loyalty, a happier and more motivated workforce and better general well-being. Most observers feel that employee engagement is a key pillar of the future of work.

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What Will the Long-Term Impact of COVID-19 Be on Digital Transformation?

IdeaScale

Overview: The impact of the COVID-19 pandemic is still being felt in digital transformation, yet already we’ve seen changes, including expanded rollouts of remote working systems, more targeted deployment of IT resources, a more robust privacy and cybersecurity response, and more acceptance of mobile and web apps as productivity tools.

Meeting 244
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LEADING AND MANAGING TRANSITIONAL CHANGE

ImagineNation

Failing to realise that this not only wastes their energy and drains their resilience, it also inhibits them from embracing and evoking both a “being” and a “doing” perspective in effectively leading and managing change in transitioning people from the old to the new.

Change 85
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DISRUPT YOURSELF, TEAM AND ORGANISATION

ImagineNation

As we move towards the beginning of a new year in the cycle of seasonal changes, here in Melbourne, Australia, it is summer, a time for accelerating growth. To see them germinate the desired changes you want for yourself, your team, and organisation and deliver them, to survive and thrive in 2021. How have our people been disrupted?