The pace of change is not slowing and organizational evolution is more common than ever. Dealing with change is a major concern for executives and L&D professionals.
No matter the role or level, everyone needs two critical capabilities: (1) change agility to adapt quickly and sharpen focus on priorities, and (2) change execution skills to design and lead large-scale change initiatives.
Building change agility capabilities
Are your employees agile? Research indicates that change agility is paramount for longer-term success in a VUCA world (Volatile, Uncertain, Complex, and Ambiguous). Agility is more than a buzz-word – it is a way of working. Pharmaceutical companies need agile employees who are flexible, adaptable, nimble, and willing to take risks to win in the fast-paced healthcare marketplace. Creating agile employees is not something best left to chance.
Executing and leading change
Are your leaders equipped to guide others through large-scale change? Failing to develop leaders with the skills and tools to lead strategic change is a recipe for failure. The pace of change is not slowing; therefore, leaders need to avoid becoming overwhelmed and should learn how to deal with potential employee resistance. Large-scale change initiatives, lacking skilled leadership, are destined to fail.
Can your leaders shape culture? Culture is created – either with purpose or by default. When leaders do not take an active role in shaping the desired culture, costs incurred can include reduced employee engagement, high turnover, diminished results, and loss of competitive advantage. Learn how leaders can proactively and positively shape culture and transform your organization.