Fabiola Eyholzer Shares Expertise on Voices of the Future!

We are pleased to announce that Fabiola Eyholzer, JLS Board Executive Advisor, has recently been featured on the esteemed Voices of the Future podcast hosted by Tariq Qureishy.

In this insightful podcast episode, Fabiola Eyholzer Board Executive Advisor at JLS, a recognized expert in Agile HR, engages in a thought-provoking discussion with Tariq Qureshi. They explore the evolving landscape of organizations, with a particular emphasis on the pivotal role HR plays in adapting to the dynamics of today’s fast-paced world.

Listen to the Podcast: Voices of the Future – Episode with Fabiola Eyholzer.

Delving into key themes such as the impact of AI in organizations and offering valuable insights for HR leaders, this episode provides a nuanced perspective on navigating the complexities of the modern workplace.

Learn more about Voices of the Future:  https://voicesofthefuture.world/

Fabiola’s participation in this podcast reflects her deep expertise in Agile HR and showcases JLS’s commitment to contributing valuable insights to the broader conversation about the future of work.

About Voices of the Future:

Voices of the Future, envisioned by Tariq Qureishy, is a compelling series that delves into conversations with influential thought leaders. These leaders actively contribute to shaping a future characterized by positivity, justice, sustainability, regeneration, and enlightenment.

The world of work has change beyond recognition and there is no going back to a pre-COVID world. As companies are getting ready to rework work for a hybrid future, employees are taking stock. They are exhausted and disconnected and how the company treated them during the pandemic will determine their next step.

Here are some key trends to watch out for in 2022:

1. Get Ready for the ‚Great Resignation‘
2. Digital Burnout Fuels Mental Health Crisis
3. Innovative Talent Acquisition Strategies Are Needed
4. Diversity, Equity, and Inclusion (DEI) Moves Beyond Dashboards
5. Time to Rebuild Those Relationships
6. Develop Hybrid Leadership Skills
7. Facing the True Costs of Pandemic Performance
8. Reworking Work for A Hybrid Future
9. Getting Women Back into The Workforce
10. Improving HR Value Delivery

(Click here to view our previous trends.)

1. Get Ready for the ‚Great Resignation‘

While we have patiently, yet desperately, been waiting to go into recovery, we may not be prepared what that will mean on the workforce front.

1 in 4 workers is considering quitting their job after the pandemic. In another report called The Next Great Disruption Is Hybrid Work – Are We Ready?, Microsoft found that as well as 54% of Generation Z workers, 41% of the entire global workforce could be considering handing in their resignation.

Not everyone will go through with a resignation. Nonetheless, these numbers should alarm any HR professional. People will take the time to reflect on their professional lives and how well their manager and company handled the pandemic to decide whether or not they want to continue on their current path. And plenty of them will land on a course correction.

This massive workforce reshuffle will be most evident around traditionally low-wage roles and essential workers. Still, it is expected to happen across all industries and at all levels of work.

What some economists have dubbed the ‚Great Resignation‘ will undoubtedly add another layer of challenges to the already strained system. Prevention of unwanted turnover, minimizing loss of productivity, engaging in more adaptive workforce planning, improving talent acquisition, and making off and onboarding seamless are just some of the issues organizations must get good at fast.

2. Digital Burnout Fuels Mental Health Crisis

Increased burnout, digital fatigue, and mental health issues – the pandemic has left its toll. But COVID-19 did not create a mental health crisis. On the contrary, far too many employees were already suffering from stress and anxiety before COVID hit. But facing the realities and demands of work in times of a global pandemic indeed highlighted and accelerated the crisis.

More companies than ever before are offering mental health benefits ranging from employee assistance programs to increased coverage and cost-sharing for mental health and substance abuse services. With the stigma around mental health is finally fading, offering related benefits is a ‘nice to have’; they are a ‘must’.

However, battling mental health goes well beyond wellness programs and flexible sick leave policies. Companies must learn to support and lead targeted efforts to combat mental health and the stigma around it, starting with our work design and leadership approach.

3. Innovative Talent Acquisition Strategies Are Needed

With the looming wave of resignations ahead, the war on talent will intensify, and traditional recruiting methods will not be enough. Suppose organizations want a chance of competing in what is going to be a strained and fiercely competitive labor market. In that case, they will need to improve their Talent Acquisition strategies and translate them into effective processes.

A company’s employer brand will be crucial in standing out from the competition. Candidates care about purpose and culture, and they will not settle if the overall offering is not to their liking, including the overall experience. Therefore, recruiters must think outside the box across the whole people value chain to personalize and improve the candidate experience.

Furthermore, companies need to broaden their horizon in how and where they are looking for candidates, and they will need to redefine their job profiles and search patterns.

The traditional definition of talent is too narrowly focused on education and previous job experience. As a result, all too often, non-traditional candidates are needlessly overlooked. A course correction here will widen and improve the candidate pool.

4. Diversity, Equity, and Inclusion (DEI) Moves Beyond Dashboards

Diversity, Equity & Inclusion (DEI) initiatives are paramount in shaping the future workforce. And companies start to understand that DEI needs to be more strategic and go well beyond a dashboard. Yes, it is imperative to have the correct data, and a dashboard can help you set targets and measure progress and success. But even the best dashboard alone will not be enough.

Companies often start by thinking that their system is entirely equitable and inclusive and all their people behave according to corporate DEI standards. But it is something worth exploring because most things that go awry and lead to low DEI are neither visible nor apparent.

Think about exclusionary, discriminatory comments that are left unanswered, your job ads that don’t use inclusive language, or your performance management that is stacked against parts of your workforce and closes off earning and career opportunities as a result.

It is not always that straightforward to recognize the unconscious biases and outdated thinking that are baked into our systems, especially when they present themselves as well-intended or established programs. That makes tackling DEI incredibly challenging.

And the responsibility for DEI rests with everyone, but only the organization can address the systemic issues inhibiting DEI.

5. Time to Rebuild Those Relationships

When the pandemic pushed us into lockdown, the workplace changed dramatically for most of our workforce. Anyone who could work from home had to stay put. It changed the way people connected at work dramatically.

Much of the spontaneous interactions were replaced by scheduled calls, regular check-ins, and virtual hangouts. It mostly left employees to interact with their closest coworkers, whereas the broader network was much harder to access, and hence teams became more isolated and companies more siloed. And the impact is felt all around: people feel isolated and detached.

Companies need to find ways to reconnect with people to rebuild those relationships. Starting with the way they invite people back to the office. Finding the right tone will set the stage for a successful transition into a hybrid workplace.

Companies must empathize with people and understand their points of view. They need to meet their people where they are to make the transition collaboratively so that together they can rebuild social capital.

6. Develop Hybrid Leadership Skills

During the pandemic, the demands and challenges of leadership have increased dramatically. Leading in a virtual setting and during a time of universal anxiety and stress is taxing.

Many of the tried and tested leadership techniques have disappeared. Opportunities for a spontaneous ‘hello, how are you’ in the hallway or the chance to observe team interactions and to feel the energy levels in the room or sense have become increasingly difficult. It is enormously difficult to pick up on cues in a virtual setting, especially when teams rely on audio-only.

Many business leaders are out of touch with the concerns of their people – and many more are overwhelmed with the demands of leading a fully remote or hybrid workforce. And yet leadership is more critical than ever.

Companies need a clear vision for the future, followed through with the right guidelines and support. But this is not about creating a rule book or training for managers. Instead, it is about co-creating a meaningful leadership toolkit with practical tools and techniques to help managers navigate the challenges of leading hybrid teams.

7. Facing the True Costs of Pandemic Performance

When the shelter-in-place order forced people to work from home, companies were (too) abruptly pushed into a virtual way of working. Managers worried about declining performance. Will people still perform their duties? But their fears were unfounded. Against all odds, individuals and teams showed remarkable resilience and continued to deliver high value.

However, the high productivity is only great news at first glance. A closer look reveals an overworked, exhausted, and disengaged workforce. In most cases, the current ways of working are not sustainable for much longer.

There is no question some people thrive working in a more remote setting, and they are hyper-productive. But others pushed through but struggled. The unprecedented rise of mental health issues is only the tip of the iceberg.

Virtual work per se requires high levels of self-regulation and self-organization while at the same time limiting opportunities to interact with others and build social capital. But virtual work during times of a global pandemic, throws uncertainty and social isolation into the mix. While we can mitigate the latter as we are moving into an endemic stage of COVID, the fact remains: If companies want to lead their teams to peak performance, they need to proactively mitigate the multiple pain points of their overworked, exhausted and disengaged workforce.

8. Reworking Work for A Hybrid Future

While many people enjoy the freedoms that come from working from anywhere, virtual work is not without its challenges even without a rampaging pandemic. But despite its drawbacks, virtual work is here to stay, and companies must get ready for a hybrid model.

Indeed, there has been a lot of discussion around the ‘perfect’ balance between office work and work from home. Many companies consider mandating minimal office attendance. But that may not be the best approach. Because at the end of the day, it is about the type of work and whether specific tasks and activities lend themselves to remote work – or not.

As a role of thumb: Activities that require ideation, creativity, and innovation – the type of work that demands and thrives on active collaboration – are best achieved in a physical space. Whereas heads-down work can be done from anywhere.

In other words: It should not be a matter of percentages. Instead, it is about a deeper understanding of the type of work and the advantages and disadvantages of the digital vs. physical world that will allow companies to find the optimal balance.

It takes a clear vision and dedication to reorganize operations to truly get the best of both worlds.

9. Getting Women Back into The Workforce

Women have traditionally taken on disproportionately more ‘unpaid’ work at home – shopping, cleaning, taking care of kids and parents in the household. They found a way to juggle work and home life, but when COVID-19 hit, the burden increased significantly. When schools and childcare facilities closed, they were left to watch and home school their kids while trying to meet work demands. They feel the stress of caregiving.

In addition to the added responsibilities and pressures at home, women continue to face non-inclusive behaviors at work. Despite companies’ commitment to gender equality, there is still a lack of improvement in the day-to-day experience of women, especially LGBT+ women and women of color. Microaggressions are just as prevalent as before the pandemic. These stem from cultures that allow such behavior to continue unchecked.

Women are now significantly more burned out—and increasingly more so than men. So, unsurprisingly, many women took a voluntary or involuntary break from work to meet their home responsibilities. And they are now contemplating whether to return or not. And those who remained in the workforce are considering a move.

But we need them. The recovery journey will be hard enough without missing out on a crucial and significant part of the workforce. So, companies need to take bold and decisive actions that will encourage women to stay on the one hand and remove the barriers of returning to the labor force on the other.

Women will look out for more flexible and remote work schedules, and family leave policies, childcare and caregiver support, tailored benefits, up- and reskilling programs as well as ‘returnship’ opportunities. Companies should also pay attention to follow through on diversity, equity, and inclusion initiatives and avoid gender disparities because of a spell of nonparticipation due to COVID-19.

These measures will help women find their place again. But above all, it will help businesses become or remain highly attractive as an employer of choice.

10. Improving HR Value Delivery

HR has undeniably come a long way – changes to existing processes and the continued investment in software brought about significant improvements. Nonetheless, many HR processes are still too cumbersome and labor-intensive. This wasted time and effort hinders HR from being more innovative and people-focused and diminishes employee experience.

Technological advances like chatbots that guide employees through a personalized learning journey or Artificial Intelligence that supports recruiters by auto-screening resumes, running assessments, and matching candidates to suitable positions can be a crucial lever.

But streamlining and improving processes is not always about technology. For example, reproducing an outdated process or practice on a digital platform may make it look more modern and appealing, but it will not turn it into a great approach.

If done right, technology can free up time for HR to explore value-adding opportunities and interact with employees and business leaders. And utilizing people analytics, engaging in human-centric design (Design Thinking), and applying agile practices will help HR teams be more targeted and effective in their efforts to reinvent, improve and strengthen HR value delivery.

Are you ready to embrace the 2022 challenges? We’d love to hear from you. Click here to reach out for comments or questions.

Interested in a Keynote Speech about the Top 10 HR Trends 2022 in your company? – Get details here

The pandemic has left us with unprecedented challenges. More than ever, HR is confronted with embracing the future of work and taking the lead in co-creating the new normal. Here is a guide to the most likely trends to affect HR in 2021.

As we leave an unparalleled year behind us, we ask ourselves: What will the future bring? Are we going to turn a corner? What will the new normal look like? How well are we going to adapt?

The stakes could not be higher going into 2021. HR faces seemingly insurmountable challenges, including anything from shaping the future of work to dealing with declining levels of employee engagement and health, from establishing Diversity, Equity, and Inclusion efforts that actually work to transforming existing operating models that ensure the company remains agile.

Here are some key trends to watch out for.
1. Building a Diverse, Crisis Resilient Workforce
2. Commitment to Wellbeing and Mental Health
3. Developing Virtual Leadership Skills
4. Adopting a Startup Mentality
5. Shaping the Future of Work (Beyond COVID-19)
6. Talent Enablement Drives Innovation
7. Putting People Centerstage Remains Uphill Battle
8. New Ways to Engage Employees
9. Fighting the People Debt Crisis
10. Increasing Performance Acceleration Efforts

(Click here to view our previous trends.)

1. Building a Diverse, Crisis Resilient Workforce
   We have asked a lot of our employees. They had to pivot and adapt fast. And together we did our best to navigate the harsh realities of a global pandemic. But with the world continuing to change before our eyes, we need our workforce to be more adaptive and resilient than ever before. A workforce that can flex its muscle is naturally better equipped to deal with constant change. It is not surprising, Agile companies have proven to be more resilient in the face of adversity.
   Building a crisis resilient workforce is more than continuous learning, creativity, and experimentation. It starts by embracing diversity of thought, experience, and personalities, and allowing for more individuality. It makes Diversity, Equity & Inclusion (DEI) initiatives paramount in shaping the workforce of the future. One, capable of pushing the needle on innovation and competitiveness no matter the circumstances.
2. Commitment to Wellbeing and Mental Health
   The pandemic brought unprecedented social isolation and disruption to our personal and professional lives. The considerable degree of fear, worry, and concern has led to elevated rates of stress or anxiety. The silver lining: The pandemic has put a spotlight on an otherwise often underrepresented topic. Poor mental health and stress will inevitably hurt job performance and productivity.
   Companies must learn to support and lead targeted efforts such as providing mental health benefits and establishing more flexible sick leave policies. But we also need to have a renewed look at our work design and working agreements. We need to equip our leaders with the proper knowledge and tools to deal with the various aspects of mental health, well-being, and employee happiness.
3. Developing Virtual Leadership Skills
   Even as we hope and plan for a new normal that will allow us to meet in person again, remote work is here to stay. Leading a virtual or hybrid setting requires our managers to build some extra leadership muscle. They must be able to inspire and coach employees in a way that keeps them engaged, connected, and productive – regardless the setting.
   It requires applying different techniques such as empowering people and teams, communicating with purpose and intent, making work and deliverables visible, celebrating successes and learning from failures, and improving team cohesiveness. For this, responsiveness, accessibility, building trust, respect, and empathy towards team members are just as important as modeling behavior and helping employees establish boundaries between work and life.
4. Adopting a Startup Mentality
   The pandemic illustrated just how much we lived in the famous VUCA (volatile, uncertain, complex, and ambiguous) times. What seemed like an overused statement became all too real in 2020. As we adjusted so many different aspects of the business, many organizations saw clears limits to how quickly and easily they could change their processes and operations. For many, it was a clear wake-up call.
   The need to be as flexible and adaptive is no longer a nice-to-have or only limited to smaller market players. It doesn’t matter if the disruption comes from a pandemic or an unexpected market shift, or game-changing technology. The survival of most organizations depends on their ability to identify and cope with rapid changes.
   Running the business more like a responsive startup than a rigid, over-engineered conglomerate will continue to resonate with leaders. But a startup mentality is only as good as your processes and operating model. Lean-Agile practices are imperative to creating a more nimble business. Continuous and relentless improvement, experimentation, minimum viable products (MVP), co-creation and co-delivery are just some aspects of an agile business operation.
5. Shaping the Future of Work (Beyond COVID-19)
   There is no denying the world is no longer changing gradually. We are in a state of extraordinary disruption, and speed is of the essence. The need for more adaptability and responsiveness is more significant than ever. But with great change come great opportunities.
   Progressive and courageous HR professionals and leaders worldwide work hard to shape the future of work, fit to respond to the myriad challenges. Rapid advancement in technology changes the nature of work. Remote work will outlast COVID-19 but also intensify the need for collaboration and team bonding. Learning and growth must be ongoing and embedded into the workflow.
   This change requires more than an improvement of existing processes. Future-proofing the organization takes a transformation on all fronts, not least the leadership approach and underlying mindset.
   HR must join forces with leaders and organizations to redefine the operating model and shape a work environment that allows for adaptability and responsiveness while providing the necessary stability and profitability.
6. Talent Enablement Drives Innovation
   Learning and development is a central theme to any organization faced with rapid change and the intense pressure for continued innovation. The ability to grow and develop employees is becoming an organizational priority. They are accentuated by the fact that the capacity and capability for ongoing coaching and mentoring is turning into a competitive differentiators in the war for talent.
   Programs for microlearning and continued up- and re-skilling are necessary, but building more transferable skills and competencies, understanding and valuing the different ways in which people contribute to team success is equally important. It improves the organizational ability for learning, creativity and innovation. Hence, organizations are amping up initiatives to establish more personalized learning and multi-faceted development paths. As part of it, HR and people developers partner up to help individuals reach their potential faster than they could independently. It all leads to a shift from traditional learning and development to talent enablement (TE).
7. Putting People Centerstage Remains Uphill Battle
   In organizations rooted in efficiency and cost-cutting, it is all too easy to lose sight of the human side of the operations. But the company is no longer a machine that we can approach with a process mindset. Instead, it is becoming a complex, adaptive ecosystem.
   For some time now, we have quietly moved into the human economy. On top of that, the heightened sense of urgency on racial injustices and inequality issues accelerates the need for organizations to take more social responsibility.
   The organizational approach that made companies great in the past loses its effectiveness and relevance. It puts increasing pressure on long-established leadership practices and, more importantly, the underlying mental models and believes.
   Humanizing work is not just about social responsibility; it is also about the thing you need to do to thrive in the new economy. Organizations need to start by caring about people and putting them first.
8. New Ways to Engage Employees
   The importance of Employee Engagement and its impact on productivity and profitability is undisputed. And yet, related efforts are all too often reduced to isolated HR initiatives and a few surveys, with limited success. Furthermore, the pandemic has significantly increased the amount of stress and frustration across the board.
   Organizations need to find ways to understand and proactively manage employee engagement levels. Technology can help identify and monitor different aspects of engagement. But data alone is not enough.
   Action is needed, especially by leaders and managers. They are at the core of connecting employees to their work, their team, and the overall organizational purpose. Their continuous interaction and guidance will make a difference, especially as remote work is highly likely to outlast the pandemic.
9. Fighting the People Debt Crisis
   Organizations face a widespread and often hidden crisis of their own making, one that can no longer be ignored: People Debt. People debt is the implied costs and risks of neglecting the human aspect of agility and forgoing the necessary investments in people and HR topics. People debt is often dismissed (e.g., people development) or not recognized as an impediment (e.g., MBOs that undermine innovation, meritocracy with pay-for-performance practices that lead to inequality and lack of opportunities). But if ignored, people debt will erode the organization’s resilience and survivability.
   Tackling people debt takes an unwavering focus on people. After all, people are the most critical asset of any human-centric, agile organization. Not only is investing in an HR and people approach aligned with agile values, principles, and practices the right thing to do, but it will elevate and ensure your continued success. It’s the key to achieving Business Agility.
10. Increasing Performance Acceleration Efforts
    Rigid, process-driven approaches give way to a more nuanced and holistic approach. Rather than focusing on managing performance, the real focus should be on ongoing efforts to improve and lead individuals and teams to peak performance.
    In today’s fast-paced world, performance management must be a real-time, continuous, and integrated process. On the one hand, technology is opening up new opportunities to leverage performance analytics in a way that helps our workforce to identify areas of improvement, provide fast feedback/feed-forward, and convert weaknesses into strengths.
    On the other hand, the definition of performance and what goes into it is changing. The meaning of performance is becoming much broader than just hitting a specific number. Willingness to experiment and be creative, adapt quickly, and take calculated risks are valuable traits in a high-performing person or team and need to be encouraged. Modern performance management approaches reflect that employee well-being, team dynamics, and diversity of thought are crucial parts of high-value delivery. It takes a strong collaboration between HR, managers, and employees to enable peak performance.

Are you ready to embrace the 2021 challenges? We’d love to hear from you. Click here to reach out for comments or questions.

Interested in a Keynote Speech about the Top 10 HR Trends 2021 in your company? – Get details here

Related:

View & download our infographic on the Top 10 HR Trends 2021

The call for more agility is not new. Agile made the news with one success story after the next long before the pandemic. It now begs the question: Did agile organizations and teams indeed fare better during the pandemic? Were they really better equipped to address the myriad challenges?

We cannot conclusively answer the question at this point. We are sadly nowhere near the end of COVID-19 and its ripple effects. We are still trying to fully comprehend the changes and impact of the past few months and everything that is yet to come. It will take some time to compile and evaluate the empirical data needed to answer that question accurately.

However, there is certainly enough anecdotal evidence to illustrate the positive impact of Agile on an organization’s ability to deal with disruptive change and the sudden shock to the system.

Marie Y. Williams, the Associate Vice Chancellor for HR at NCSU, puts it this way:

“COVID-19 has certainly changed the way we look at the nature of our work, work schedules, and workspaces. Agile has definitely been a godsend to our division during these uncertain and unprecedented times, as we have had to pivot and prototype many different things quickly due to ever changing HR rules and policy guidelines.” (June 16, 2020)

It is not that agile organizations and teams are not affected by the pandemic. But their way of working and approaching challenges certainly helped them pivot much quicker and lean into the disruption.

There are many reasons why organizations are more adaptive and responsive than others. Here are our top three traits that make companies better equipped to deal with the disruption of the current pandemic:

1. See Change as Chance Not Threat

Change has always happened, but it used to occur once in a while. Something was no longer working or was no longer modern enough and needed addressing. It was more like an exception to an otherwise smooth operation. That made change somewhat of a disruption, a crisis of sorts. Hence, everyone in the organization had to do whatever it took to avoid the need for change; they had to make sure established processes and tools were running as well as possible for as long as possible.

That is no longer what change is. Change is happening at an accelerated pace and across all fronts: from emerging technological advances to stricter market requirements and new competitors with different business models to increased customer and employee expectations. Change is no longer the exception; it is the norm, and we cannot afford to slow down operations because we need to adjust.

Instead, change readiness needs to be embedded in the way we do things so that we can deal with them quickly and with minimal friction and disruption. Organizations need to develop a ‘change muscle’. It starts with having a positive attitude towards change because it brings new opportunities and possibilities if embraced.

2. Have A Solution Rather Than A Problem Mindset

We encounter problems – big or small – every day, but our attitudes to these problems may be very different.

We all like to think that we are positive, proactive, and solutions-oriented in our thinking. And still, sometimes problems can seem monstrous and feel overwhelming, and it is easy to get lost in them. Have you ever felt like you are having the same conversation over and over again or that there is a lot of talk and not much action? That is an indication of a team with a problem attitude, which leads to frustration and the inability to look beyond the problem.

On the other hand, a solution mindset means we are focusing on solving the problem and not getting stuck. It starts – this may seem contrary to our previous argument – by truly understanding the problem and especially what lies behind it, not just what is lurking on the surface. This step of ‘painstorming’ is not done to lament about a problem and turning it inside out and upside down until you are so lost that you can no longer make head or tail of it.

It is about capturing the real pain points so that you understand the problem and what benefits the end-user (be it your customer or employee) is hoping to gain.

That way, you will not only ensure that your solution will be of high value to your end-user, but it also allows you to break down problems and make them more manageable.

3. Invest in People Over Processes

Over the years, we have become enamored with processes and tools. They are the cornerstone for efficiency and an absolute necessity for organizations set up as a well-oiled machine. After all, processes and tools ensure the business runs like Swiss clockwork.

The machine metaphor has its roots in the first industrial revolution and is still deeply ingrained across all sectors. The core aspects of the machine are specialization, standardization, replaceability, and predictability made organizations great for a century. But the very same attributes will make it much harder to embrace fast and constant change because change-readiness and adaptability are not part of the machine setup.

To continue to survive and thrive, organizations will inevitably need to morph into adaptive ecosystems that are both flexible and resilient in the face of constant change. Processes and tools still have a place in ecosystems, but they no longer have the same range and importance, and individuals and interactions will be valued more than processes and tools.

At the end of the day, people are far more adaptive than processes. Organizations that want to continue to be successful need to be able to leverage the creativity, imagination, passion, social, and emotional intelligence, only people can bring to the table.

There are many more qualities that agile teams and organizations have that put them into a better spot to adapt in uncertain times. Here are some other traits that could easily be in the top three:

• Be creative and experimentative
• Fail and learn fast
• Utilize the power of collaboration
• Anticipate rather than react
• Empower self-organizing, autonomous teams
• Embrace diversity of thought
• Invest in talent enablement
• Accelerate not manage performance

Agility and adaptability are no longer a choice; they are a necessity. And we will need any advantage we can get to continue to navigate the critical waters that we are facing at all fronts.

Tell us: What makes you best equipped to deal with constant change?

Fabiola Eyholzer and fellow guest Malene Krohn in a podcast on Agile People & HR, hosted by Neil Cook, SimCorp.

NEW YORK (USA) / COPENHAGEN (DENMARK) / LONDON (UK) | July 8, 2020

Click here to listen to the podcast.