Covid-19 and What Hasn’t Changed
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Over virtual coffee several weeks ago, a team member asked the group “What’s the one phrase, expression, or statement you find yourself saying often?” The responses varied from “the new normal” to “unprecedented times” to “leading in uncertainty.” In that moment, their statements were very true. People had only recently started social distancing and working virtually.
Although much of the initial shock from the crisis has dissipated, the sentiments described by my colleagues persist: things will never be the same, everything has been turned upside down, and nothing is certain anymore. While these feelings are very real, there is a lurking danger that these statements are becoming a limiting set of beliefs.
There is a deluge of ‘expert’ papers, advice, and whitepapers in the marketplace trying to make sense of how to react to the current situation, but it’s challenging to know what advice is of value. Much of what is being advised converges around a few key ideas, but surprisingly enough, most of these ideas don’t actually seem to be new at all.
Much of this so-called sage advice was as relevant six months ago as it is today, and some was just as relevant six years ago. What has changed is that we are now standing on the fabled ‘burning platform’ forcing us to act. Actions that were important but not urgent are now both.
The trick here is that if a problem moves around the urgent and important spectrum, your response to it also needs to change. So, as a people strategy leader, how do you navigate these uncertain times?
Engaging the organization in a learning strategy
For many businesses, your previous strategy probably still applies today. What will have changed is the risk mitigation, contingencies and how and when you execute your strategy. Prior to this crisis, you probably had more time to conduct the intellectual preparation and planning of your people strategy. You would engage and involve stakeholders to get agreement across the board with the key players. You would aim to get sign off for the ‘biggest play’ possible, impacting those who mattered the most or the greatest number of employees. This isn’t how the sign off process is working now or will likely work in the coming months or even years.
People strategy execution has had to evolve to become faster and more adaptive. This means more permission to act on what you believe is best and making smaller, planned people strategy bets and lots of them. The COVID-19 crisis has become the burning platform enabling strategic implementation of people strategies that needed a radical shift even prior to the current situation.
Take for example a mining and industrial organization that has been planning to introduce a single global coaching provider, top to bottom and worldwide for their business, since 2017. The organization wanted high quality, scale, excellent cost management and a clear strategic alignment of coaching to their leadership expectations and organizational values. Despite this good intention, there had never been a strategic need to prioritize this initiative above some of the ‘fix the basics’ activities. The COVID-19 crisis reframed this idea into a priority. A strong, uniform coaching strategy would drive resourcing leaders in a fast, agile manner, developing them as better leaders in a crisis and deploying support for their resilience in this crisis. Acting in the moment of need, the organization implemented this initiative. As a result, the company’s strategy has been hugely strengthened by having a strong Health, Safety and Environment (HSE) case. It prevents absenteeism and encourages more productivity and engagement worldwide.
Developing an organization-wide learning strategy isn’t new but contextualizing it and using disruption to navigate uncertainty has strengthened its positioning as a valuable priority.
Learning initiatives and core learning
In recent years, most organizations have shifted towards including initiative-focused learning in their strategies. This means that in addition to the more traditional planned and repeated core learning, organizations are including a more focused learning component that revolves around the business’ context and overall strategy. This approach remains effective, but in 2020 there is a need to shift further towards the initiative focus. These initiatives need to center around adaptability, virtual and digital capability, leading effectively in uncertainty, resilience, and team effectiveness.
The techniques and technology for previous initiative-based learning haven’t changed, but the current business context means that more people in your learning teams need to be able to execute on them.
Modalities of learning
There is currently an outsized focus on changing modalities of learning, but in reality, only one modality has changed – face to face is now off the table and will remain so for the foreseeable future. This is not an excuse to pause, but rather a challenge to reframe. Learning strategies outside the classroom has been done successfully for a long time, as have those old 70/20/10 plans that were intended to be the backbone of learning design for the last 20 years. The biggest mistake we can make is to pause learning activity in the hope that “face to face will return…eventually”.
It’s unclear what will happen, but in the meantime, there are plenty of resources and learning to draw on to ensure that the advancement of people’s growth isn’t held back. The real question is how to make it safe for people to continue to grow and deliver fantastic learning virtually.
Shifting learning modalities has been one of the more common strategic themes in recent times. Now in the wake of this crisis, there is the opportunity to leverage digital and virtual solutions, making learning more modularized - smaller, easier to consume, a journey over time that paces alongside the person, their role and the natural flow of their work.
Focus on wellbeing and mental health
As a result of COVID-19, more open source support is available to assist those with less developed strategies, but the methods for deployment have not changed dramatically. Many of the solutions being used in this space are already digital and virtual, as most of the technological innovation already occurred in the last decade. Utilize what you have and remember that the best resources may just be the human elements – making space for peer to peer learning, reflection time and creating armistice time in diaries to prevent the endless virtual meetings. These are the simple fixes and if consulted, most employees can give you lots of ideas about what they want and need in this space.
The continuous theme for the wellbeing and mental health of employees is ongoing and the only change is that now our strategies and preparation work are being tested for their efficacy.
Differentiated Talent Proposition
In a moment of crisis, you are continuing to differentiate talent, but so far it is more focused around the ’moments of need’. You deploy people faster and more deliberately. For example, key people stepping up to play steering and guiding roles in the crisis, as well as or instead of their ‘day job.’ To do this effectively, you must draw on your experiences from short term assignments, secondments, project and agile methodology. Often, you just need to do it faster. Down the track as the economic impact of the crisis is better understood, re-evaluating roles and talent will be inevitable, but restructures are one of the few certainties in your people strategies.
People have always been at the heart of an organization’s success. COVID-19 and its associated restrictions and lockdown requirements have only highlighted this and the importance of strategically deploying your talent to reach its maximum potential.
Looking Around and Ahead
Despite the many changes unfolding and at record speed, there is still consistency and simplicity out there too. Look for it. Focus your attention on short and long term and look for where you can find consistency across the narrative for the next 12 – 18 months, even in this inevitable uncertainty.
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Last night I started reading a book by Irvin Yalom, a psychiatrist who has written several novels that I’ve loved. But right now I’m reading something different—a book of short lessons he’s learned from many years of working with patients.
Early in his career, Yalom was inspired by something he read. The gist of it was that all people have a natural tendency to want to grow and become fulfilled—just an acorn will grow up to become an oak—as long as there are no obstacles in the way. So the job of the psychotherapist was to eliminate the obstacles to growth.
This was a eureka moment for Yalom. At the time, he was treating a young widow. Suffering through grief for a long while, she wanted help because she had a “failed heart”—an inability ever to love again.
Yalom had felt overwhelmed. How could he possibly change someone’s inability to love? But now he looked at it differently. He could dedicate himself to identifying and eliminating the obstacles that kept her from loving.
So they worked on that—her feelings of disloyalty to her late husband, her sense that she was somehow responsible for his death, and the fear of loss that falling in love again would mean. Eventually they eliminated all of the obstacles. Then her natural ability to love—and grow—returned. She remarried.
Reading this story made me think of the responsibility of leaders toward the people they need to develop—and for the growth and learning that leaders themselves require to be the best that they can be.
Many leadership development challenges seem overwhelming—even impossible. The leaders that we coach usually have a list of areas where they want to get better, but how? How do you “build better relationships with your peers and direct reports”? How are you supposed to “get out of the weeds and demonstrate enterprise-wide thinking” or “build executive presence”? All of these goals are as abstract as they are huge.
So the best approach is to not focus on the huge and fuzzy goal. What we try to do is to break these goals down into concrete actions through working on real-time business problems. To put it simply, though, we do just as Yalom does: We identify the obstacles and work toward knocking them off, one at a time.
Leadership development is not usually a quick fix. You’re not going to develop executive presence through a half-day workshop or a one-time meeting. If you’re interested in meaningful, lasting growth—whether for yourself or for those who work for you—it’s a commitment.
But don’t ever forget that we’re all capable of growth throughout life and our careers. The trick is to find the right coach or mentor who will guide you through that obstacle course.
Feedback is one of the most powerful tools a leader has, shaping both individual and organizational culture. Yet, despite its value, it’s often met with apprehension—seen as judgment rather than an opportunity. Instead of fueling growth, it can create tension, leaving recipients feeling exposed and defensive.
This reaction is natural. Feedback touches on identity, competence, and self-worth. When framed as a verdict rather than an insight, it sparks defensiveness instead of openness. But what if feedback wasn’t about judgment? What if it was a tool for gathering better data—both for the recipient and the leader?
When leaders make feedback a habit, not a performance review, they gain sharper insights, model continuous improvement, and create a culture where learning thrives. The shift from evaluation to empowerment turns feedback into fuel for growth. And at the heart of this shift? Curiosity.
Leading in a MESSY world: Why feedback matters more than ever
Leaders today operate in constant disruption and complexity. They must move beyond assumptions and seek new perspectives. At BTS, we call this operating in a MESSY world:
- M – Making sense of the broader ecosystem
- E – Establishing emotional connections to build trust
- S – Seizing momentum to stay ahead
- S – Sensing the future amid uncertainty
- Y – Yielding ego to create space for others to grow
Feedback is critical in helping leaders navigate these challenges. It’s not just a tool for correction but a catalyst for innovation and collaboration. But without structure, feedback can fall flat. That’s where the AFIRM Model comes in.
Reframing feedback: From evaluation to exploration
Great feedback moves beyond transaction into mutual discovery. When leaders model effective feedback, they foster deeper connections and unlock insights that drive performance.
Curiosity plays a crucial role in this transformation. When leaders approach feedback with genuine curiosity—asking open-ended questions and actively listening—they shift conversations from critique to shared learning. Curiosity also provides leaders with better data on how they show up, helping them refine their approach and model the kind of feedback culture they want to create.
Balancing feedback with efficiency is essential. The AFIRM Model provides a structured approach that makes feedback actionable and constructive while keeping curiosity at the center.
Structure feedback for impact with the AFIRM model
AFIRM enables structured yet flexible conversations—ensuring feedback drives results. It provides a roadmap for leaders to create meaningful, productive discussions that foster growth and accountability. Here’s how it works:
A – Agenda
Set clear intentions. Define the purpose and desired outcomes upfront. A prepared conversation leads to honest, productive dialogue and signals that feedback is a shared responsibility rather than a one-sided critique.
F – Facts, Observations, Evidence
Keep it objective. Base feedback on data and observations to minimize bias. Stay neutral and constructive. Providing fact-based feedback ensures conversations remain focused and prevents emotional reactions that derail progress.
Curiosity fosters deeper dialogue—ask questions, seek perspectives, and pave the way for growth. Instead of assuming why something happened, ask “What led to this?” or “What challenges were you facing?” to create space for honest reflection.
I – Impact
Clarify effects. Who was affected? What were the consequences? Centering feedback on impact builds trust and accountability. Highlighting the broader implications helps individuals understand why feedback matters and how their actions contribute to team success.
R – Request
Co-create a path forward. Define actionable, SMART next steps (Specific, Measurable, Achievable, Realistic, Time-bound). Encourage collaboration by asking “How do you think we can move forward?” or “What support do you need?” Keeping the dialogue open ensures accountability while fostering autonomy.
M – Mutuality
Feedback is a partnership. Success requires shared ownership and commitment to growth. A strong feedback culture thrives when both parties see feedback as a two-way street—leaders should also invite input on how they can better support and enable success. Take time to ask “What feedback do you have for me?” to reinforce that feedback is a mutual learning process.
Creating feedback-driven growth
Imagine an organization where feedback fuels engagement and connection. When framed as a tool for growth rather than judgment, conversations shift from evaluation to exploration. Everyone is on the same team, with the same goals.
Great leaders don’t just give feedback—they seek it, reflect on it, and use it to sharpen their approach. By modeling curiosity and making feedback a daily habit, they foster a culture where feedback is normal, constructive, and empowering.
Feedback isn’t about fixing. It’s about discovering what’s possible. By approaching it as a shared learning opportunity, we move from judgment to collaboration, growth, and transformation.
What’s one question you could ask today to spark a meaningful feedback conversation?
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The landscape of leadership is evolving as newer generations challenge traditional hierarchies. Outdated practices, focused on a top-down power dynamic, have fostered an “us vs. them” mentality, stifling collaboration, slowing innovation, and hindering sustained growth.In response, Future Relevant Organizations are adopting "next practices" that recognize and celebrate contributions, influence, and impact of contributions at all levels of the organization. Central to this shift is the movement from “leading others” to “leading with others,” recognizing that leadership isn’t confined to those in senior positions.“Leading with others” encourages a more inclusive, collaborative approach by:
- Encouraging employees to lead and influence across boundaries.
- Inspiring shared purpose and accountability toward collective goals.
- Prioritizing well-being, fostering psychological safety, and enabling open idea-sharing.
- Viewing vulnerability as a strength, recognizing that no one has all the answers.
- Maintaining focus and thoughtful engagement amidst uncertainty.
A biopharma company with a historically top-down leadership structure offers a clear example of the transformative power of this shift. While the company had enjoyed impressive growth, it faced competitive and pricing pressures from disruptive innovation, regulatory challenges, and supply chain vulnerabilities, all of which called for a fresh approach to leadership. Innovation and expansion were crucial to sustaining success.Recognizing the need for change, the company embraced the idea that leadership and influence aren’t confined to those at the top. Here’s how this new approach reshaped their organization:
- Empowering all levels: Leadership became less about titles and more about fostering a culture where every employee felt valued and capable of contributing. Through well-crafted experiences, 5,000 employees enhanced their self-awareness, challenged established norms, and adopted a long-term perspective aimed at collective growth.
- Redefining leadership: Leadership shifted from micromanagement to empowering others to make meaningful contributions. Employees were given greater agency and ownership, leading to increased adaptability in a dynamic market.
- Building trust through vulnerability: The organization encouraged vulnerability, quickly building trust across teams in an evolving, loosely connected environment. This strengthened team dynamics and established a supportive community ready to face new challenges.
Next practices: Shared leadership responsibility
The shift toward “leading with others” is not simply a change in leadership style; it is a strategic imperative. By embracing diverse perspectives and treating leadership as a collective responsibility, organizations gain more valuable insights that drive better decision-making and innovation. Companies that adopt this approach are better prepared to adapt to change, seize new opportunities, and build a culture where everyone is engaged in shaping the future.
“Leading with”: A more inclusive path forward
Adopting a “leading with others” mindset requires more than just structural changes—it calls for a fundamental shift in how leadership is understood at all levels. Leaders must actively create environments where contributions from all employees are expected, not optional. This inclusive leadership approach fosters a deeper sense of ownership and accountability, empowering employees to align their actions with the organization’s long-term goals.As the business landscape continues to evolve, organizations that embrace this collective approach to leadership will be better positioned not only to navigate uncertainty but also to thrive in the future ensuring future relevance.
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Hace unos meses terminé una sesión con un equipo de ejecutivos comerciales de una institución financiera mediana. Dos días intensos: cómo prospectar, cómo estructurar conversaciones centradas en el cliente, cómo crear valor en cada interacción. El grupo salió inspirado del taller.
Tres semanas después le pregunté a uno de los mejores participantes sobre cómo le había ido aplicando las nuevas herramientas. Me miró un segundo y me dijo, con total honestidad:
“La verdad... la semana siguiente fue igual que siempre, volví al viejo sistema”
El entrenamiento de capacidades es necesario. Pero sin una cultura comercial que lo sostenga, es un esfuerzo poco rentable para las empresas.
1. Las capacidades sin contexto no sobreviven al día a día
Un ejecutivo de ventas puede salir de un taller sabiendo exactamente qué preguntar, cómo estructurar una conversación de valor, cómo posicionarse como asesor estratégico en lugar de vendedor de productos. La semana siguiente, el peso de las métricas de corto plazo, la presión por resultados y las urgencias del día a día terminan arrastrándolos de vuelta a la rutina de siempre.
McKinsey (2024) encontró que más del 70% de las iniciativas de transformación comercial no logran sus objetivos — y la principal causa no es el diseño del programa, sino la falta de condiciones organizacionales para sostener los nuevos comportamientos.
El problema no es el taller. Es lo que existe o no existe en la realidad de la estructura comercial.
2. El cambio requiere alinear seis pilares
Lo que diferencia a las empresas que realmente transforman su modelo comercial de las que solo capacitan, está relacionado con seis pilares que operan simultáneamente.
1. Patrocinio de la alta dirección que empodera en lugar de solo exigir
2. Disciplina en gestión de cuentas/clientes estratégicos, con metodología y seguimiento
3. Conversaciones centradas en el cliente, no en el portafolio de productos
4. Cada interacción con relevancia estratégica, preparadapara crear valor medible
5. Nuevos comportamientos integrados al ritmo operativodiario y la cadencia del negocio
6. Líderes comerciales presentes que sostienen la cultura, no solo la expresan
Cuando falta uno, los demás no escalan y terminan provocando un círculo vicioso.
3. El liderazgo que sostiene vale más que el que exige
El patrocinio de la alta dirección y la presencia de los líderes comerciales sonlos pilares que más frecuentemente fallan. No porque los líderes no crean en el cambio, sino porque el día a día los jala de vuelta a revisar resultados, no a construir comportamientos.
Gartner (2024) señala que los equipos comerciales cuyos líderes hacen coaching activo y visible tienen hasta un 28% mayor probabilidad de adoptar nuevos comportamientos de manera sostenida.
El entrenamiento define el rumbo y entrega el mapa; el liderazgo es lo que realmente ayuda a navegar y sostener el cambio.
Conclusión
Si tu empresa está invirtiendo en transformar la forma en que sus equipos comerciales se relacionan con los clientes, la pregunta ya no es si el entrenamiento funciona. La verdadera pregunta es: ¿qué tan preparada está la organización para sostener el cambio?
Porque el talento existe. Las habilidades se desarrollan. Pero la cultura no se improvisa; se construye todos los días, con liderazgo, alineación y consistencia.
¿Cuál de estos seis pilares es hoy el más débil en tu organización?
É possível mudar a cultura de uma organização?
Hoje em dia, poucas organizações não estão envolvidas em um (ou vários) processos de transformação cultural. Novas formas de trabalhar em organizações mais horizontais e adaptativas, melhorias na cultura de segurança, orientação ao cliente, transformações nas áreas comerciais e excelência operacional, entre outros.
E é aqui que surge uma das grandes perguntas:
É possível mudar a cultura de uma organização? E, se sim, como fazer isso?
Para ajudar a responder a essas perguntas—frequentes entre nossos clientes e amplamente discutidas—gostaria de compartilhar o que aprendemos na BTS ao longo dos últimos 38 anos sobre o que funciona e o que não funciona (até agora, pois em transformação cultural estamos sempre aprendendo).
A boa notícia é que a resposta é sim.
A dificuldade está na segunda pergunta: como fazer isso?
Um projeto? Uma iniciativa?
Um ponto importante é que a transformação cultural não é um projeto com início e fim, mas sim um processo contínuo e em evolução. Isso muitas vezes gera tensão em organizações acostumadas a uma lógica de projetos.
O que é crítico e frequentemente ignorado?
Existem elementos que, quando considerados e aplicados corretamente, tornam a transformação muito mais eficaz. No entanto, muitas vezes são ignorados.
Esses elementos são:
- Envolver as pessoas. Quanto maior o envolvimento em todos os níveis, maior a probabilidade de implementação das mudanças.
- Tornar a mudança tangível e vivida no dia a dia, conectando teoria e prática. Transparência é fundamental.
- Toda mudança tem impactos positivos e negativos — ambos devem ser comunicados com clareza.
- Mudança cultural exige tempo e transformação de mindsets e estruturas organizacionais.
- A cultura deve estar conectada à estratégia.
Como estruturamos a transformação cultural?
Nosso modelo se baseia em quatro etapas: definir resultados, criar líderes de mudança, incorporar mudanças e sustentar novas formas de trabalho.
1. Definir resultados
O primeiro passo é estabelecer resultados claros e alinhamento executivo. É necessário conectar propósito, visão e objetivos organizacionais.
Ações:
- Coleta de dados (entrevistas, focus groups, visitas)
- Diagnósticos culturais
- Definição de expectativas (Leadership Profiles
2. Criar líderes de mudança
Todos os líderes devem atuar como agentes de mudança. É fundamental engajá-los emocional e racionalmente.
Ações:
- Programas de liderança
- Playbooks
- Feedback contínuo
3. Incorporar mudanças
É essencial transformar mentalidades e sistemas organizacionais.
Ações:
- Coaching
- Sprints culturais
- Cascata organizacional
- Avaliações comportamentais
4. Sustentar o novo modelo
Garantir continuidade através de redes, dados e suporte contínuo.
Ações:
- Integração com processos de talento
- Uso de IA no dia a dia
- Monitoramento da transformação
- Comunidades de prática
A importância de ser paciente e impaciente ao mesmo tempo
Transformações culturais são complexas e não têm fórmula única.
Ser estrategicamente paciente e taticamente ágil é essencial para ajustar e evoluir continuamente.
Esse equilíbrio permite transformar a jornada em algo positivo e sustentável.
Este é apenas um resumo.
Se quiser aprofundar com exemplos e práticas:
Baixe o PDF completo e acesse todo o conteúdo.
Si può cambiare la cultura di un’organizzazione?
Oggi, poche organizzazioni non sono immerse in uno (o più) processi di trasformazione culturale. Nuovi modi di lavorare in organizzazioni più piatte e adattive, miglioramenti nella cultura della sicurezza, orientamento al cliente, trasformazioni delle aree commerciali e miglioramento dell’eccellenza operativa, per citarne alcuni.
Ed è qui che nasce una delle grandi domande:
Si può cambiare la cultura di un’organizzazione? E, se sì, come si fa?
Per aiutare a rispondere a queste domande—che i nostri clienti ci pongono spesso e su cui esiste molta letteratura—vorrei condividere ciò che in BTS abbiamo imparato negli ultimi 38 anni su ciò che funziona e ciò che non funziona (finora, perché nel cambiamento culturale non si smette mai di imparare).
La buona notizia è che la risposta alla domanda se si possa cambiare la cultura di un’organizzazione è sì.
La difficoltà sta nel rispondere alla seconda: come si fa?
Un progetto? Un’iniziativa?
Un aspetto importante da considerare è che i processi di cambiamento o trasformazione culturale non sono progetti con un inizio e una fine; sono processi in continua evoluzione. Questo spesso genera tensione nelle organizzazioni abituate a un approccio basato sui progetti.
Cosa è critico e spesso viene ignorato?
Esistono diversi elementi che, se considerati e utilizzati correttamente, rendono gli sforzi di trasformazione molto più efficaci. Purtroppo, spesso vengono ignorati.
Questi elementi critici sono:
- Coinvolgere le persone. Più le persone (a tutti i livelli) sono coinvolte nella trasformazione, maggiori sono le probabilità che implementino i cambiamenti richiesti.
- Per comprendere il cambiamento, bisogna renderlo tangibile e sperimentarlo. Ciò significa collegare il quadro teorico alle azioni quotidiane. Spiegare il quadro completo con trasparenza è fondamentale.
- Tutti i cambiamenti portano aspetti positivi, ma anche impatti negativi. Spiegare il quadro completo con trasparenza è fondamentale.
- Cambiare la cultura richiede tempo e implica identificare e modificare i “mindset” e le strutture quotidiane (simboli) che definiscono come si fanno le cose nell’organizzazione.
- La cultura deve essere fortemente connessa alla strategia.
Come consigliamo di strutturare i processi di cambiamento culturale?
Il nostro approccio si compone di quattro fasi: definire i risultati, creare leader del cambiamento, incorporare i cambiamenti chiave e sostenere i nuovi modi di lavorare.
1. Definire i risultati
Il primo passo in qualsiasi processo di trasformazione è stabilire risultati chiari. È fondamentale identificare i driver della trasformazione e definire i risultati desiderati in modo da ottenere un vero allineamento a livello esecutivo. Man mano che si procede, è necessario collegare lo scopo e la visione, comprendendo da dove si viene, dove si è e dove si vuole andare. Inoltre, è essenziale collegare la trasformazione agli obiettivi organizzativi.
Alcune azioni rilevanti in questa fase sono:
- Raccolta di informazioni (interviste, focus group, visite operative, …)
- Diagnosi culturali
- Definizione delle aspettative (Leadership Profiles
2. Creare leader del cambiamento
In BTS crediamo che tutti i leader siano anche leader del cambiamento. Adottare una mentalità da “leader del cambiamento” richiede che i leader sperimentino e vedano ciò che ci si aspetta da loro. Fin dall’inizio è fondamentale promuovere l’azione attraverso il “lavoro reale”, come stabilire nuove priorità e comunicare in modo trasparente ed efficace.
I leader devono essere coinvolti (emotivamente e razionalmente) nel cambiamento e devono capire come possono influenzare la cultura attraverso azioni concrete quotidiane.
Infine, è necessario fornire supporto continuo per i cambiamenti più difficili di mentalità e comportamento e raccogliere feedback su ciò che funziona e ciò che non funziona in questa fase.
Alcune azioni rilevanti in questa fase sono:
- Sviluppo di playbook per ruoli critici
- Implementazione di programmi di leadership e cambiamento
- Feedback loops con i livelli esecutivi
3. Incorporare i cambiamenti chiave
Per ottenere un cambiamento significativo, è essenziale identificare i modelli mentali attuali e introdurne di nuovi che supportino lo stato desiderato. Creare routine e simboli che rafforzino il cambiamento, così come identificare processi, pratiche, eventi o norme ancorate ai vecchi modi di lavorare, è fondamentale.
Co-creare nuovi modi di lavorare per un’attivazione immediata aiuta a consolidare questi cambiamenti. Con il progresso, modificare sistemi e processi che supportano e rafforzano i cambiamenti è essenziale per il successo a lungo termine.
Alcune azioni rilevanti in questa fase sono:
- Coaching per leader
- Cultural sprints
- Cascading del cambiamento nell’organizzazione
- Assessment per misurare i cambiamenti comportamentali
4. Sostenere i nuovi modi di lavorare
Il cambiamento non è solo uno sforzo individuale, ma anche un fenomeno sociale. Per questo è necessario creare reti sociali che supportino i cambiamenti di mentalità e comportamento. Interventi con supporto individuale per ruoli critici e momenti specifici, così come l’integrazione dei nuovi modi di lavorare, garantiscono la continuità del cambiamento.
Infine, è necessario utilizzare i dati per analizzare ciò che funziona e ciò che non funziona, permettendo di definire nuove azioni e interventi.
Alcune azioni rilevanti in questa fase sono:
- Integrazione dei playbook nel ciclo di talent management
- Pratica dei nuovi comportamenti con bot basati su IA
- Creazione di un ufficio per monitorare il cambiamento e definire nuove azioni
- Creazione e lancio di Comunità di Pratica (CoP)
L’importanza di essere pazienti e impazienti allo stesso tempo
I processi di trasformazione culturale sono tra i più complessi, poiché non esiste una ricetta unica.
Essere strategicamente pazienti (con risultati chiari ed evitando cambiamenti erratici), ma tatticamente impazienti (agendo nelle fasi descritte e adattando in base a ciò che funziona e ciò che non funziona) è fondamentale.
Questo approccio permette di trasformare questi percorsi in esperienze arricchenti per l’organizzazione, e non in processi dolorosi che lasciano cicatrici nella memoria collettiva.
Questo è solo un riassunto.
Se vuoi approfondire l’approccio completo, esempi e chiavi pratiche:
Scarica il PDF completo e accedi a tutti i contenuti.