The best companies in the world are changing their approach to work. They’re rethinking how they hire. How they develop leaders. And how they drive innovation.
Organizations no longer have the traditional mindset developed during the industrial age. We’re entering a new era of work, where companies need to be able to adapt quickly and pivot with the times. Companies are learning to be agile, innovative, and collaborative—and they’re getting better at it all the time.
They’re doing this because the way we work is changing. The pace of technological advancement has accelerated, and more companies than ever are competing for customers and talent. It’s no longer enough to be good at what you do; you need to improve and innovate constantly. Successful companies know how to transform themselves to stay ahead of the competition—and they’re doing it faster than ever.
These are the skills that successful companies need. And it’s not just tech companies. Any company that doesn’t adapt will be left behind by its competitors.
In this executive brief based on a webinar in partnership with Joss Mathieson, Chief Encouragement Officer at Change Oasis; and Ricardo Troiano, Group Head of Change and Organizational Development at Syngenta Group; we explore the key drivers of organizational change, the top challenges that companies face while adjusting to the new “never normal,” and the role that communications play in enacting organizational change.
Christine Kendall
Content Marketing Manager, Poppulo
Ricardo Troiano
Global Head of Change & Organizational Development at Syngenta Group
Joss Mathieson
Chief Encouragement Officer at Change Oasis
In today’s competitive business landscape, it’s increasingly important to showcase the impact and value of internal communication efforts. IC teams that use data-driven strategies can ensure their communications contribute to business success—and, most importantly, that they have the proof to back it up.
It’s time for a strategic communications reset. Strategic focus is key to company success, yet half of internal comms executives say they don’t strategize to deliver their top priorities.
The debate over the return to the office remains divided, with opinions on whether to return—or in what capacity to return—split across the board. Regardless of whether the return is mandatory or voluntary, it will be doomed if the office experience is subpar. If the in-person environment fails to meet employees’ needs and expectations, it will inevitably lead to low morale and poor engagement, making it difficult to retain and attract top talent.
