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Tag Archives: Analysis

The implementation of any change will always have an impact on employees, processes and ways of working.

The most important thing to remember is that by identifying potential issues before the change initiative gets underway, plans can be put in place to minimise any possible impact. This simple activity provides a framework which can be applied to any pending change, allowing you to decide how to approach the change, as well as identify and mitigate any risks to your team.

There are four steps to the technique:

  1. Identify where or what the change is going to impact.
  2. Consider who the change is going to impact.
  3. Understand how the change is going to impact.
  4. Determine when the change is going to impact.

1. Where or What - make a list of all the potential areas of your team that could be affected. In particular, consider:

  • Once the change is implemented will your existing processes still work, and will they still be the most efficient way to work?
  • Will anyone in your team need new technology or hardware as a result?
  • Is the change limited to a few people in your team or does it spread across a number of areas?

2. Who - identify all the people that will be affected by the change. Consider: (more…)

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Q. What is Lateral Thinking?

A. Lateral Thinking is the mental process of generating ideas and solving problems by looking at a situation or problem from a unique perspective. It is the ability to think creatively or “outside the box.”

Lateral thinking involves breaking away from traditional modes of thinking and discarding established patterns and preconceived notions.

About Lateral Thinking:  Lateral thinking is a term coined by Edward De Bono in 1967 in his book  The Use of Lateral Thinking. De Bono explained typical problem-solving techniques involve a linear, step-by-step approach. He believes more creative answers can be obtained by taking a step sideways to re-examine a situation or problem from an entirely different viewpoint.

Lateral Thinking Techniques: Lateral thinking techniques provide a deliberate, systematic process that results in innovative thinking. By using these unconventional thinking techniques, lateral thinking enables you to find creative solutions that you may otherwise not consider.

Below are seven techniques to help you elicit creative ideas that can be both novel and useful solutions to a problem.

  1. Alternatives: Use concepts to breed new ideas
  2. Focus: Sharpen or change your focus to improve your creative efforts
  3. Challenge: Break free from the limits of accepted ways of doing things
  4. Random Entry: Use unconnected input to open new lines of thinking
  5. Provocation and Movement: Move from a provocative statement to useful ideas
  6. Harvesting: Select the best ideas and shape them into practical solutions
  7. Treatment of Ideas: Strengthen and shape ideas to fit an organization or situation


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This CIPD report provides practical examples of how organisations have approached transformational change.

It contains three sections which refer to examples from the four case studies and focus on:

1. the key themes identified from the four case study organisations on how to land transformational change

2. how approaches to transformation have changed

3. how the roles of HR, OD and L&D in transformation have changed.

The report concludes with recommendations for landing transformational change. The appendix contains detailed case studies of the four transformation processes studied in BBC Worldwide, HMRC, News UK and Zurich UK Life.


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Can Scorpions Smoke? Creative Adventures in the Corporate World by Steve Chapman.

Imagination, creativity, improvisation and play are not words that adults normally associate with their work, but many secretly lament their absence in everyday life.

They are also words that many of us wouldn't put at the top of our curriculum vitae either. However, the world is changing and the emergence of an Age of Applied Artistry is calling for modern organisations to take the development of these skills more seriously, as they become capabilities that are not just nice-to-have but essential for survival in the corporate world of the future.

This book crashes together ideas from the world of Organisation Development (Od), gestalt psychology and improvisational theatre and distils them into some simple stories, concepts and practices that anybody and everybody can experiment with in order to awaken and unleash their own creative spirit.

It is an unusual, entertaining and insightful mix of biography and field guide that helps defrost the little creative genius inside of us all.

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Google has expanded far beyond its original claim to fame as a search engine. Alphabet owns Google, as well as many other companies.

However, Google itself owns companies. The reach of this technology giant is so vast it is hard to imagine an area of modern life it has not touched.

Google owns more than 200 companies, including those involved in robotics, mapping, video broadcasting, telecommunications and advertising. Google is growing through acquisitions, but it is also increasing revenues in each of the companies it owns. In cases where an acquisition cannot grow revenues, Google tends to sell that company.

We have selected four companies to highlight based on their ability to produce consistent revenues. Each of these companies has a history of attracting customers and monetizing their services. All figures are current as of December 11, 2017.

1. Google Maps

You can look up any location in the world using Google Maps. The views are aerial for the most part, but Google also provides street-level views of many cities. Google Maps is embedded in real estate sites, as well as sites for businesses that want to make sure you can find them. And that's how Google Maps makes money.


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Several major organisations have found ways to generate significant improvements to their bottom line through imaginative ideas schemes and campaigns.

Make it Worthwhile: Numerous organisations operate an employee suggestion scheme - having suggestion boxes - real and electronic, but few organisations would claim that theirs was a massive success.

There is another way to do this and that is to focus on the process for a short period and make it everyone’s responsibility to generate at least one idea.


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The quarterly Labour Market Outlook (LMO) provides a set of forward-looking labour market indicators highlighting employers’ recruitment, redundancy and pay intentions.

The survey is based on responses from 2,066 employers. The survey also considers the extent of hard-to-fill vacancies and how employers are attempting to tackle skill and labour shortages, including through the employment of EU nationals and the recruitment of disadvantaged or under-represented groups in the labour market.

The report examines the interrelation between migrant worker employment, skills investment and employment practices among UK employers, a significant but often under-reported part of the migration debate.  Additionally, this report considers employer attitudes towards the various policy options that the UK Government may be considering to help control the number of migrant workers from the EU through its proposed changes to immigration policy that are due to be unveiled in its forthcoming
consultation paper.

Employment: According to the report, the demand for labour in Q1 2018 will remain robust. This quarter’s net employment balance – which measures the difference between the proportion of employers who expect to increase staff levels and those who expect to decrease staff levels in the first quarter of 2018 – has decreased to +16 from +18 over the past three months. This is consistent with official labour market data, which show that the number of vacancies in the UK economy remains well above historical average levels.


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