Building a Change Culture for Difficult Times
Quay Consulting
We drive positive change and lasting benefits to organisations and people.
If there’s one thing that’s certain in business, it’s uncertainty. So said Stephen Covey.?
Uncertainty. After the past few years, it’s understandable that most of us would be weary of it. After all, there have been some considerable challenges to grapple and ruptures to the norm that we’ve had to adapt around.?
In this month’s Bulletin, we put it front and centre by looking at how building a change culture can help leaders and teams build resilience within it; what PMOs can do to facilitate adjustments to the project slate; and finally, why cost-outs need to carefully communicated to mitigate the unintended consequences of a change in priorities within a project slate.?
Till next month,?Quay Consulting
Building a Change Culture for Difficult Times
With a potential recession on the horizon, tight labour markets, rising inflation and the cost of doing business, organisations are more concerned than ever about fostering a culture for change and resilience to help their workforce navigate the ambiguity and pressure to come. | Read More |
Recession Risk: How Does that Shape and Impact Projects and PMOs?
Preparing for a downturn can have significant implications on upcoming and inflight projects, and place increased demands on the PMO. It’s better to be prepared with plans to respond rather be caught by surprise when requests for more information start coming in. Here’s what’s important. | Read More |
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Cost Out Projects: The Good, the Bad, and the Unintended Consequences
Most project goals aim to improve an organisation’s capability, and in doing so, often create efficiencies, but what happens when the goal itself is the cost out.
| Read More |
curated.
How can leaders help their teams combat change exhaustion — or step out of its clutches? Too often, organisations encourage their employees to be resilient, placing the burden of finding ways to feel better solely on individuals.
Most companies still view AI rather narrowly as a tool that alleviates the costs and inefficiencies of repetitive human labour and increasing organizations’ capacity to produce, process, and analyse piles and piles of data.
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