In an age of ambiguity and discomfort, the ripple effect of geopolitical and psycho-social events is unprecedented. Amid the US-China trade war, Brexit, and #MeToo movement, the need for organisations of all kinds to pivot is clear.
But behind a change in product, output, service, culture, or principle is a massive amount of physical and psychological work. To pull this off, corporations need organisational plasticity, which I refer to as their ability to adapt and keep in line with the ever-changing milieu that we operate in.
Organisational plasticity started as a metaphor rooted in neuroscience and data science. Neuroplasticity is our brain’s ability to change itself, while in data science neurons are the individual elements of an artificial neural network, which can extract patterns within data. When it comes to organisations, the neuron equates to each person that makes up the workforce.
To aid this process, I created, with the input of Dirk Rossey and Kevin Wong at Arowana International, the model of a business as a brain. I also launched this concept at my Applied Neuroscience Program at MIT Sloan in 2018 and started collecting data from pilot tests on global corporations.
To build the model, we ran polls of staff at companies seeking feedback on the strategy, environment, and ability to adapt to change in their organisation. Response rates were low, so instead, we created our own Facetime-style app to interview respondents. The data was fed into machine learning platforms from Microsoft, Amazon, IBM, and Google, which also provided a sense of their emotional state.
هذه القصة مأخوذة من طبعة June 2020 من Indian Management.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
بالفعل مشترك ? تسجيل الدخول
هذه القصة مأخوذة من طبعة June 2020 من Indian Management.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
بالفعل مشترك? تسجيل الدخول
Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.
