Transformation programs - Manageris : synopses

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Transformation programs

Supporting a painful reorganization

Supporting a painful reorganization

The difficult context often leads to taking painful measures, which can damage staff motivation, or even the social climate. What posture can managers adopt to ease these transformations?

Driving change

Driving change

Among all the factors that contribute to the success or failure of transformation initiatives, the attitude of staff towards change is absolutely decisive. How can you convince them to engage in the effort towards transformation?

Implementing a successful reorganization

Implementing a successful reorganization

In a context of permanent change, companies need to reorganize frequently—but results are rarely satisfying. How can you maximize your chances of success in a reorganization initiative?

Take responsibility for change

Take responsibility for change

To make things change, we have a lot more leeway than we think. How can we take responsibility for creating the changes we want to see implemented?

Integrate the human factor to improve project management

Integrate the human factor to improve project management

The reason why so many projects fail lies less in disciplined project management than in the irrational dimension that influences day-to-day action. How can we integrate this human factor?

Rally the entire workforce for effective change management

Rally the entire workforce for effective change management

What is the secret of the exemplary success of some (too few) transformation programs? Discover how to rally the energies of the whole workforce in order to manage change effectively.

Adapting to unsolicited change

Adapting to unsolicited change

We are subjected to change more often than we trigger it, which can cause a significant psychological burden. What process can we adopt to handle the feeling of loss that inevitably accompanies change?

Evolving the company culture: a pragmatic approach

Evolving the company culture: a pragmatic approach

Evolving the company culture is one of the main difficulties in successfully conducting strategic transformations. How about relying on the existing rather than venturing into a disruptive logic?

Neuroscience and change

Neuroscience and change

Our brain likes habits. To the extent of being opposed to any change? In reality, neuroscience demonstrates that we can adapt our practices in change management to the functioning of our brain.

Successfully transitioning to the self-managed enterprise

Successfully transitioning to the self-managed enterprise

While the ”liberated company” model provides a solution to agility challenges, it involves a real disruption in organizing the relationships among employees. What does it take to achieve such a radical change?

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