Here's how you can successfully navigate organizational change in Materials Science as an executive.

I work in the management of car fleets, as well as the objective reduction of road risk. I also work on optimizing automobile maintenance, having proposed over the last 10 years, to hundreds of clients, the addition of nanotechnology particles to reduce the internal resistance of the engine, transmission and differentials. It has been a success, but without yet gaining general consensus, due to the lack of interest from manufacturers of thermal engines for automobiles. I saw average reductions of 10% in fuel consumption and polluting emissions, lower engine noise and greater engine and vehicle longevity.

Navigating requires strategic planning and proactive leadership. Key strategies include: 1. Innovation: Embrace advancements like nanotechnology to stay competitive. 2. Skill Development: Continually upgrade your team’s capabilities through targeted training. 3. Transparent Communication: Keep stakeholders informed to reduce resistance and build trust. 4. Structured Change Management: Implement a systematic approach with clear objectives and metrics. 5. Collaboration: Encourage interdepartmental teamwork for integrated solutions. 6. Sustainability: Incorporate eco-friendly practices to enhance reputation and compliance. Adopting these strategies can lead to successful change management and improved organizational resilience.

Atualmente estudo mídias filtrantes para reten??o de partículas e separa??o de agua/óleo e gra?as a nanotecnologia temos obtidos avan?os considerável, temos conseguido melhorar a eficiência e reduzir custos na fabrica??o de elementos filtrantes.

A mi me ha resultado útil, la integración del equipo desde el inicio de los cambios, siendo parte inicial, minimizamos la resistencia a los cambios y las barreras culturales, que puedan surgir de personas clave en el desarrollo de los nuevos procesos…

One of the primary keys to effectively navigate organizational change is Effective Communication. Change is naturally resistible because it takes one off their usual, known and comfortable course. However, where the organizational change is expedient for business scale or organizational growth, a team approach is necessary. As a business executive, leading the organization already is a herculean task not to talk of now piloting successful change from the norm, ensuring everyone is on same boat with you or aligned together with the change objective. Herein lies the daunting task that will require certain business leadership skills to achieve your corporate objective. Simply put, ensure your objective is properly communicated to the team.

Na verdade as novidades na área de filtra??o chega ao mercado para poucos por se precisar de altos investimentos em pesquisa e somente as grandes companhias saem na frente . Para os incansável cabe a rota das parcerias com universidades para minimizar os custos . Mas temos conseguido êxito gra?as a experiência que temos em atuar diretamente com consumidores aonde vemos as causas e efeitos na raiz . Com a tecnologia importada as mídias filtrantes aplicadas saem de uma realidade aonde a armazenagem é o combustível é totalmente diferente do nosso. Inclusive os pre?os s?o inaceitáveis aos nossos padr?es.

As a business leader, if you can sell your vision to your team and get them to buy in on it, you are half way at meeting your overall objective. They will practically run the vision to it's materialization. Hence, as an executive, it matters the kind of vision you conceive as not all visions can easily be related to. A vision that creates room to give your team a sense of belonging, involvement, empowerment and ownership will easily be bought and driven by your team effortlessly.

In my experience a clear vision is essential, but equally important is how you communicate your vision. Don't focus only on the "why" but translate it to "wiifu" (what's in it for you). If you can convice your employees of the relevance, importance and benefit of the change, you'll have less resistance further down the road of implementation. How will this change help your employees in doing their job.

Esta etapa de la gestión del cambio es una oportunidad para conectar a los colaboradores de una manera creativa y cubriendo aspectos racionales pero emotivos que faciliten la adopción de los cambios. Un ejemplo es a través del Endomarketing.

Nossa equipe trabalha para divulgar as tecnologias para nossas clientes de uma forma direta ,mas a divulga??o é Pouco compreendida pelo mercado pois a mudan?a Em nosso país e -Ver pra crer - quer testar? é a nossa lógica

Engaging team can significantly impact organization, particularly in the context of change management and complex fields like Materials Science. Here are several ways how: 1. Enhanced Strategy Development, Diverse Perspectives and Problem Solving 2. Empowerment, Motivation, Sense of Ownership and Increased Morale 3. Improved Communication and Feedback Loops 4. Collective Intelligence. Leveraging Expertise and Innovation 5. Smoother Transition and Change Acceptance 6. Resilience, Adaptability and Preparedness In summary, engaging team early and throughout the change process fosters a supportive and proactive organizational environment, ultimately leading to more effective change management and a stronger, more innovative organization.

Introducing new materials and technologies requires a balanced approach, considering both technical aspects and the emotional impacts on adopters. Thorough training programs and a comprehensive analysis of existing workflows can ensure a smooth transition. Before: Encouraging collaboration and open communication, along with involving future adopters, fosters trust and effectiveness. After: Organisations should also promote the culture of continuous learning and provide ongoing support, enabling employees to adapt to new technology effectively and ensuring a successful transition.

People have the tendencies to fall back to old and known behaviour. The go-live and a new implementation is not the endgoal, it is the start of a change-process. Monitoring the changes in behaviour and correcting indesireable workmethods is crucial. Not for weeks, but months after the implementation is done.

Na minha área sempre conto uma história: Quando um equipe técnica defini um INVESTIMENTO, inova??o para melhorar um sistema de filtragem, após sistema funcionar a manuten??o do sistema sai da área técnica e vai para área de compra aí o papel se inverte , quanto mais barato eu comprar serei mais eficiente. Seu elemento n?o dura nada é muito caro !!! Vou buscar um mais eficiente e mais barato Aí todo INVESTIMENTO deixa de existir.