There has been an interesting power shift underway for the past 12 to 18 months that was sparked by the health pandemic. Where power once sat somewhat firmly with an employer or business, there has been a shift in power to the employee - the individual. 

Organisational culture is deeply embedded in how people behave. It’s seen in the way people interact with one another. It’s a set of shared norms for how the group operates. Culture is created and seen in the office.

Consider how you operate each day. As everyday issues and challenges arise, we make decisions about how to handle them. How these situations are handled are a clear indication of your culture. Here’s what’s uniquely different about operating with “normal” or common challenges versus the unexpected. 

As the world of work continues to evolve, it’s important to focus on consciously creating a healthy workplace culture. This starts with being mindful of the day-to-day experiences of your team and extends across the entire employee lifecycle. 

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. 

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).

There's occasionally some confusion about what the difference is between Human Resources (HR), Organisational Development (OD) and Learning & Development (L&D). All three are concerned with people, but each has a slightly different traditional core focus.