The core team of the Visibility project. From left to right: Jon San Andres, Paula Moral Santiago, Niamh O’Mahoney, Mikael Pensaert, Henri-Xavier Benoist, Anneleen Tronquo, Geert Vanhove, Tineke Van Vlaenderen, Ralf Verheyen and Hanne Depuydt.
Admit it. Trying to bring about change over several departments within a company is… well, erm, hard work. Because in many companies they suddenly appear: those “silos” or invisible boundaries in between departments. If you want to take them down, these 3 tips will take you further than any helmet or sledgehammer.
“Sharing is the new owning.” At bluecrux we strongly believe in this credo. Therefore, we organize frequent co-creation sessions (hosted in our own offices in Mechelen or Aalst) where different minds can meet to share knowledge, to share experience and to develop new insights and ideas. Various ‘hot topics’ in the world of Supply Chain and Operations are typically on the menu.
Workshop ‘How to turn change agents into change communities’On December 6 we welcomed more than 20 participants to our breakfast workshop on Change Management. However diverse their backgrounds may be, they share one major challenge in their organization: when there are a lot of people involved, how do you ensure that change sticks? And how do you tackle the soft side of change? Our colleagues Tineke and Anneleen, along with guest speaker Luc Galoppin, took the participants on a step-by-step journey to climb MountK.
How to turn change into a competitive advantage?We made it! We made what?
We’ve been trying to fit it in our agenda for a few years now: Participating at the Berlin Change Days (BCD), one of the largest European events on Change Management. And this year we finally made it! During the Halloween weekend, we settled down in Berlin to find out about the newest trends and must have’s in Change Management today.
Change-management workshops – do they really work? During my studies I came across various promising theories and frameworks about change management, so I was very curious to see how they would work in practice.
Is the success of a change-management approach somehow quantifiable and measurable? At first it seemed counterintuitive to me to measure the soft side. But we’ve tried something new…. At one of our projects we have incorporated ADKAR – a tool that helps us to measure change – into our transformation approach.
We’ve all been in these situations where we think it’s just impossible to change the behavior of people. Using a new corporate system, introducing new processes or just making people work differently are just some of the examples that come to mind. In many cases the people who try to lead the change and fail shout that it’s impossible to change people who are lazy and stubborn. But we need to realize that what looks like laziness is often exhaustion.