Change is an inevitable, relentless part of doing business in the 21st century.
In the past, transformation was often viewed in the context of innovative breakthroughs or novel ideas that fundamentally changed the way companies conducted business. But what does it really mean to the people going through it?
That was the inspiration for an ambitious research initiative to better understand and define “business transformation.”
Through a series of executive focus groups, C-suite interviews, and a survey among professionals in the US and UK conducted in May 2020, Insider assembled a clearer picture of the profound impact that transformation has on the people crucial to its success. We learned that people, not technology,
are at the heart of transformation.
KEY FINDINGS
There’s a disconnect between how executives and staff experience transformative events.
This is a time for clarity and decisiveness overall. And it’s got to start with the tone at the top. There’s absolutely no substitute for direct communication at this time from CEOs and other organizational leaders. This is a time for inclusive leadership, clarity of purpose and values — and authenticity.”
Mike Fenlon, chief people officer, PwC
There’s a culture and then there’s what happens when you miss your target. Change behaviors in those moments and people will really see how the company is changing.”
Richard Steele, partner, organization practice, McKinsey & Company
EDITORIAL COVERAGE
MORE COMING SOON
IN THE NEWS
Watch “Navigating Change – Why Leaders Need to Put People First,” our recent Lions Live session that reviews high level findings
from this research. (Registration required)
Watch “Building a Mentally Resilient Workforce,” our recent
Spotlight digital event discussion with executives from Bank of America, Cigna, Deloitte, and TBWA, for an exploration of the current state of mental wellness programs in the age of remote working and
racial reckoning.
Read Jen Berman’s recent AdWeek op-ed “How to empower your employees as agents of change.”
Leaders from companies like PwC and FlexJobs share their best advice for creating an inclusive company culture now that working from home is extended
4 leadership qualities employees want most from their managers right now, and how to embody them everyday at work
What we’re seeing with mental health is we have to make it okay. There is still a stigma around mental health that discourages people from speaking up about issues they’re facing and asking for help. Organizations need to assure employees that asking for help with a mental-health issue will not create/add to a case for them losing their job.”
Judith Williams, head of people, sustainability, and chief diversity and inclusion officer, SAP
Yes, humans are adaptive, but humans are typically adaptive over a period of time and the shelf life of our current skills is getting shorter and shorter and shorter. People are going to have to upskill and reskill faster than they ever have before, and that’s hard. We have to take care of ourselves, and I think that’s more important in the future because the pace of change is going to become even quicker than it is today.”
Jen Fisher, chief well-being officer, Deloitte
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Empowerment and inclusivity are key to a positive corporate culture.
Communication
is key to making transformation feel less top-down.
in how they view success
of transformation
initiatives
of respondents said culture is a main reason they work at their company.
of respondents said frequent communication was the No. 1 factor influencing positive corporate culture.
27 Point Gap
52%
78%
for feeling staff were well-prepared for
new roles
17 Point Gap
We assembled an overview with takeaways to help executives adapt to our current reality
and to better manage change moving forward.
download the one-sheeter
for mental well-being resources offered to employees
15 Point Gap
of respondents want
a leadership that empowers employees to speak up.
73%
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