The inter-play between social incentives and stress in our brains provides light on why social relationships are critical to building resilience. Applying this psychology in the workplace, by establishing people strategies that focus on identifying and minimising social contributors to stress and creating mechanisms that promote social ‘coping’ will ensure we are increasing employee’s ability to respond well to adversity. In response to the shifts associated with the future o
Artificial intelligence, demographic shifts and the increasing importance of social purpose are changing how we work. Our jobs will not necessarily vanish in this future landscape, but instead they are likely to change shape, becoming more fulfilling by leveraging what makes us uniquely human: the ability to generate meaning and interpretation, think creatively and make emotional, social connections. To ensure your talent is ready for these changing demands, organisations wi
With individuals in all organisations collaborating more than ever as networks of teams drive an uplift in value creation, investing in developing collaborative capabilities is of paramount importance. Firms that are seeing the greatest uplift in these capabilities are those that bravely moving away from traditional team-building and influencing skills training and instead focusing on developing the foundations needed to thrive in a multi-dimensional, complex network of team
As hierarchies flatten and organisations mobilise networks of talent to become responsive and agile in the face of a dynamic market, businesses must focus on ensuring that all collaborative activities are driving greatest return. To do so, moving away from the paradigm that collaboration on all accounts is always a good thing and questioning the quality of the cooperative activities is critical. Networks that thrive are those are fit for purpose, allow for a free flow of valu
As the global business ground rules rapidly fragment, the need to develop organisational agility through cross-boundary collaboration becomes more important than ever. Whilst there are few businesses that don’t have some form of ‘one org’ programme, there are fewer still that have truly succeeded in making collaboration a core organisational competency. Many firms fail in their attempts to ‘drive synergies’ due to an over reliance on technology, corporate initiatives or OD.