Every 3 months Synthetron organises a Business Think Tank (BTT) session open to experts on the topic.
The topics are typically about current HR, Change, Strategy and other management challenges.
Participants get first access to the full report and group insights.
Click below to view and download earlier reports
Sign up here to get updated on the next BTT
If you participate in a session you will get the report after 2 weeks. 2 Months later we make them publically available. Here you can download earlier Synthetron Think Tank reports. Sign up here to get regular updates in your mailbox.
The most recent Synthetron think-tank
highlights corporate culture as biggest barrier to change
The most recent Synthetron business think-tank identified corporate culture and an innate resistance to change as the biggest stumbling blocks to effective adjustments in corporate organisations, but also highlighted some relatively simple strategies to enable more efficient transformation.
The topic of the 45-minute online debate, organised and facilitated by Synthetron in November as their final business think tank of 2017, was Survival Tips for Unexpected Change. Our think-tank events use online crowdsourcing techniques to promote authentic conversations and motivate participants to share their ideas. The discussion was designed to give business leaders an insight into how people perceive and manage change, while also providing strategies to efficiently enable companies to implement transformation.
Culture the white elephant in the room
Most of the participants identified organisational culture as the biggest stumbling block to successful change, with almost half putting this as the main hurdle that needs to be overcome by a company looking to implement any corporate adjustments.
A lack of resources, most notably time and money, were also seen as major barriers to change as they recognised that “we underestimated time and resources needed”.
Everyone agreed, “don’t assume that everyone will follow” and it is “hard to reach the last person in the change plan.”
In the think-tank report, Synthetron describes organisational culture as the “white elephant in the room”, that when combined with employees’ natural fear of change, makes transformation “hard to deliver”.
Key survival tips for dealing with change
- Change should be regarded as a regular process not as a single event.
- On the one hand, listen, listen, listen … and on the other, communicate, communicate!
- Open communication is crucial to a great collaboration.
- Keep it simple – take on a couple of significant changes that will make an impact and review priorities from time to time.
- Take care of the team, of oneself and your family.
- Find champions for the project – ideally senior management, but also throughout the organization.
Start with a goal in mind
However, it was also clear from the conversation that there are some relatively simple tactics to enable change in a corporate environment. The responses showed overwhelmingly that the key to successful change was to start with a defined goal that was clearly communicated, along with the reasons why change is needed.
The responses also show it is vital “to build a coalition with ambassadors and senior management” who can mobilise teams through “open and regular communication”.
Other strong recommendations from the debate included a need to manage the unexpected and for all participants in the change process to learn from mistakes and to have contingency plans prepared in advance.
It is also important for organisations looking to change to ensure enough resources (including time) are allocated to the process.
Synthetron’s online business think tanks are designed to identify important insights organisations need for future success, and to make sure decision makers have access to ideas that are relevant to their business strategies.
If You want to read the entire report
How better to balance your focus between today’s core and tomorrow’s new business?
An ELP and Synthetron collaboration Connecting Intelligence, leading to insights and next practices that
accelerate the capacity to create and capture value, for today and tomorrow:
Many organisations work hard to focus on optimising today’s business, while initiating efforts to develop ideas and create options for the future. It’s a delicate balancing act that calls for different (even conflicting) structures, processes, behaviours and mindsets.
Let’s explore our collective intelligence and identify the winning tips and tricks to accelerate cross fertilisation of mature business alongside concrete paths for future growth. What are the winning ideas – structurally, culturally and behaviourally?
The Value of positive behaviour
Together with Sequoia, our partners in Singapore and their partners Anima Convivência Produtiva, High Peaks Group and Real world group.
Positive behavior is defined as the actions that create a positive working environment and/or enabling others to work more effectively through what we say or do. We set out to research what impact it has on workfloor behaviour and outcomes. Participants greatly recognised the importance of positive workplace behavior. The group identified barriers, key enablers and KPI’s of Positive behaviour.
Women in Business
See how 34 (predominantly female) managers see culture openness as the key to have more female senior managers in business. The issue is not for “women to model masculine behaviour” but for the behaviour of men and women to change. Their plea is for different aspects of culture change with an inclusion of men as change agents in this. Depending on context, different process changes and hard actions can act as triggers.
what helps achieve it and what pitfalls are there to avoid?
Agility in business means to respond rapidly to change – to do more, more quickly, with less. It is one of the new management responses to rapid digitalization and our changing world.
There are any questions and surely lots of experience and ideas to share
Over the last year and a half, a significant number of our clients mentioned the word “simplification” as one of their key top management topics. However, taking focused action that supports your company’s priorities can be quite a challenge. Synthetron organised a think tank session to research this topic
Managers feel under considerable pressure from imposed KPIs. They deem it possible that a leadership style empowering the employees with a high degree of autonomy could help to lower this pressure. Steering using the 80/20 principle works best to align employee engagement with company success.
Is effective brainwork supported or inhibited by an open office? Is it merely a question of generation and/or the type of work?
In the framework of a cross-company Business Think Tank we would like to discuss this topic virtually, with you and other experienced leaders.
- Is effective collaboration, communication and performance enhanced or inhibited by an open office?
- What enables us to „slow think“ in an open office?
- How can we work efficiently in an ever more communicative environment?
- Is there a difference between generations for the like or dislike of an open office?
Read the main findings
*(If you are interested in more details please visit the brain chains website: https://sites.google.com/site/breakyourbrainchains/)