The traditional enterprise may be deemed hierarchical, sluggish and outdated in the post-pandemic era, but moving to an agile operating model is tough, especially for established large companies. Can organisations really do strategy and execution differently? 

The Human Resource (HR) profession led an enormous amount of change over the past two years since the onset of Covid-19. There have been major shifts in the ways of working, digital transformation, a transition to the future of work, and much more. The focus on managing change and transformation across a business is not letting up in 2022.

The pace of change and the topic of organisational speed has been at the forefront of many business discussions, particularly as it pertains to transitioning to new operating models in response to the global pandemic.

Harvard Business Review (HBR) has been tracking corporate change efforts for more than a decade. In 2019, they began developing a system to help companies measure their capacity for change. They refer to it as a company’s change power. 

The change leader is able to leverage others' motivators or personal drivers to mobilise the energy to make change happen. Whether you are an executive, director or project leader, one of the most powerful and pivotal roles you can play in your organisation is that of a change leader. 

Have you ever heard of project success defined as that project being completed “on time, within budget, and to scope?” This traditional definition may have been useful for project leaders in the past; however, there’s much more to consider for present-day programs. 

One of the most prevalent areas of organisational change and transformation in 2021 is rewiring businesses for the future of work. This type of program is both exciting and daunting in terms of the scale of change, the financial investment and the effort in time and energy.

Organisational Design is analogous to an organisation’s architecture, and it is an enabler of a business strategy. It encompasses people, the business operating model, decision authority, role design and lastly structure (or hierarchy).