Contact-us Now
[contact-form-7 id="15"]

Apply

[contact-form-7 id="6156"]
EN
FR
B Corp Certified

Category: Services

In this section you will find all the articles relating to our four service offerings: Technology Strategy and Innovation, Strategic Architecture, Project Leadership and Change Management.

Project Leadership Harmonies: Orchestrating Collaboration and Cohesion Like a Symphony

Publié le by Thomas Charbonneau

Article written by Lorraine Deslauriers
Executive Director, Project Leadership

In the world of project leadership, where complexity and dynamics reign supreme, one thing remains constant: the crucial importance of team collaboration and cohesion. This is a topic that resonates deeply with me, drawing from my four decades of experience in the ever-evolving landscape of IT and multidisciplinary team leadership.

Success Scores: Merging Skills to Create Harmony

Imagine this: a diverse group of individuals, each possessing unique skills, perspectives, and backgrounds, coming together to tackle the challenge of a highly complex project. It’s a scene that plays out repeatedly in our professional lives. How can we fully harness the potential of this collective force? The answer lies in maximizing team collaboration and promoting cohesion, much like orchestrating a symphony where each instrument plays its part to create harmonious melodies.

The Crescendo of Collaboration

Collaboration is not just a buzzword; it is the lifeblood of successful projects. As project leaders, we are not solitary warriors but conductors guiding our teams toward a common vision. Experience has taught me that collaboration is not a one-size-fits-all concept. It involves understanding the unique strengths and talents of each team member and effectively orchestrating their contributions.

In the field of IT, where I have spent a significant part of my career, this is particularly vital. The synergy among developers, designers, analysts, architects, QA, and other experts can make the difference between project success and failure. Encouraging open communication, setting clear expectations, and creating an environment where ideas flow freely are essential for fostering collaboration.

Together, Always in Harmony

However, collaboration is only one side of the coin. The other aspect is cohesion, those intangible bonds that transform a group of individuals into a high-performing team. Cohesion is where the magic happens. It involves creating a sense of unity, purpose, and trust that propels the team forward, even in the face of adversity.

Drawing from my experience, I’ve found that cohesion often begins with shared values and a clear mission. When team members understand why their work is important and how it contributes to the broader goals of the project and organization, they are more inclined to work cohesively. Building trust through transparency, reliability, and genuine concern for the well-being of each team member is also crucial.

Showing the Way

As project leaders, it is our responsibility to nurture collaboration and cohesion. It’s a role that requires finesse, empathy, and adaptability. Here are some strategies I’ve found effective:

  1. Define a Clear Vision: Articulate the project’s goals, objectives, and overarching vision to your team. Help them understand how their contributions fit into the bigger picture.
  2. Encourage Diverse Perspectives: Embrace diversity within your team. Different perspectives can lead to innovative solutions. Create a culture where team members feel comfortable sharing their ideas.
  3. Foster Effective Communication: Communication is the glue that holds teams together. Establish regular checkpoints, open channels for feedback, and ensure everyone’s voice is heard.
  4. Lead by Example: Be a model of collaboration and cohesion. Demonstrate the behaviors and attitudes you want to see in your team.
  5. Celebrate Successes: Recognize and celebrate achievements, big or small. Acknowledging your team’s hard work fosters a sense of accomplishment and motivates them to continue collaborating effectively.

In conclusion, maximizing team collaboration and cohesion is not a one-time task but a continuous journey. It requires patience, dedication, adaptability, and a commitment to creating an environment where every team member feels valued and empowered. When collaboration and cohesion are at the core of your project leadership, you’ll find that even the most complex projects can be transformed into symphonies of success.

To stay on top of digital transformation trends in the business world, subscribe to our newsletter.

5 Myths and Realities of the Data-Driven Enterprise

Publié le by Thomas Charbonneau

Article written by Martin Bourgeois
Director, Tech Strategy

In today’s world, being “data-driven” implies that an organization’s strategic decisions, business objectives, and tactical plans are based on the information generated by its own data. Gartner recently hosted a webinar exploring the potential of this approach within corporate strategies. Two major findings emerged: the transformation of data into an exponential strategic asset and a positive correlation with business outcomes. Despite these advantages, few companies actually declare themselves truly data-driven in 2023. This article debunks five persistent misconceptions among business leaders regarding the data-driven approach.

Myth #1: Technological debt must be considered

Myth: The technological barrier, an insurmountable wall? In client interviews, the concept of technological deficit is often cited as the main obstacle to transitioning to a data-driven business. After over two decades of evolution in data valuation, the observation is clear: the main barrier lies at a different level.

Reality: A recent study of 1,000 companies and organizations reveals that only 24% declared themselves data-driven despite their efforts, and 79% identified cultural obstacles as the main hindrance to transformation. Among the cited cultural elements are stakeholder management, colleague receptiveness, organizational change management, roles, and responsibilities. Therefore, consideration for human capital must be at the core of any such transformation. The evolution of organizational culture requires a more substantial investment in time and effort than technological investment.

Myth #2: It’s a complex and lengthy process

Myth: A long and arduous journey? Some leaders perceive the data valuation approach as a laborious path. They claim not to have the time to dedicate to such a long-term initiative. However, the reality is that it is more of an evolution in thinking and operating than a complex process.

Reality: Our experience reveals that the most significant successes in valuation have started with small pilot projects. Such initiatives generate positive momentum, facilitating adoption and interest, gradually developing a larger and cross-functional approach. We recommend embracing agility and piloting to create enthusiasm and progressive interest within the organization.

Myth #3: It’s a project for IT

Myth: For some business leaders, data valuation is an approach that must be led by IT. This is a widespread but incorrect idea.

Reality: Developing a data-driven organization is an approach that must involve all stakeholders and resources of the company, necessitating many changes. It is primarily a shift in the mindset of leaders and the culture of the company, placing data and the information it provides at the center of strategy, processes, and tactics.

Myth #4: A large amount of data is required

Myth: The more data, the better the approach? Some believe that to develop a data valuation practice, massive amounts of data are required. This perception worries many leaders, especially in medium-sized enterprises. The reality needs to be nuanced.

Reality: Our experience shows that it is more important to gather a small set of high-quality data ready for exploitation than to create a larger set of often unstructured data. Smaller data sets are often easier to handle and manage, allowing users to interpret them more quickly and take action.

Myth #5: An army of specialists is required

Myth: To advance the practice of data valuation in business, one needs programmers and data architects. While these roles are indeed valuable for any mature company, a data-driven company must first emphasize operational roles. Emerging technologies now address many technical deficiencies, allowing small and medium-sized enterprises to grow rapidly.

Reality: Data valuation must primarily pass through business processes and data organization. To succeed, it is essential to ensure the quality of the produced data. Internal experts who understand processes and interpret what the data means are required to determine data quality. Increasingly, technological solutions exist that enable data orchestration and transformation without requiring advanced data processing expertise. This does not necessarily mean that the organization does not need scientists and architects eventually for greater complexity and sophistication in data valuation but emphasizes the need for business experts to create, analyze, and interpret fundamental data before delving into more complex analyses requiring advanced data valuation skills.

An organizational stance Recent technological advancements make the business development landscape both exciting and daunting. On one hand, technological costs to implement a data strategy have never been more attractive for companies of all sizes, from startups to multinationals. Additionally, innovations in data transformation and support, especially with generative AI, now accelerate the analysis and interpretation of results. On the other hand, the level of confusion regarding the implementation of a data valuation approach remains relatively high.

Analyzing the five myths discussed earlier allows us to conclude that becoming a data-driven company is primarily a cultural transformation project, and its success requires the involvement of all stakeholders, centered around people. Being data-driven is, in fact, the development of a posture in decision-making processes leading to delivering its strategy. Therefore, be prepared to build this approach with a collaborative and continuously innovative mindset.

Talsom is your ideal partner to implement a data-driven organizational orientation. Our multidisciplinary and customized approach will help you establish a relevant and innovative strategy aligned with your vision while ensuring that human capital remains at the core of your transformation.

To stay on top of digital transformation trends in the business world, subscribe to our newsletter.

The Next Major Trends in Change Management

Publié le by Thomas Charbonneau

Article written by Valérie-Kim Besner
Executive Director – Client Partner

On November 15th, I had the opportunity to speak at the conference “Effective Communications to Overcome Resistance and Improve Engagement,” organized by Les Affaires. My intervention focused specifically on the major trends in change management. In other words, those that should not be overlooked for a successful and sustainable transformation! Change management is a dynamic discipline, and trends and innovations in this field are numerous. Below, I discuss the 3 essential trends and provide some keys to better approach them.

1. Democratization of Change Management Responsibilities

Given that leadership engagement is crucial for the success of change in a company, why do only 15% of managers feel adequately equipped to play their role in change in 2023? This is the dichotomy between the current situation and the optimal situation. For a long time, change management efforts were focused on the project team and senior management. However, change management is primarily a matter of proximity! Individuals undergoing transformation now more than ever want to learn and experience change with their immediate managers and with team members who have influence on them (e.g., change agents, HR or communications business partners, representatives from labor relations committees and unions). Making these individuals key players in change management is essential to mobilize all affected groups. However, be cautious not to ask managers to take on this crucial role without preparing them and providing them with the necessary means. Supporting managers, equipping them, giving them leeway, and coaching them are basic prerequisites to make them change management experts! Change management is an ecosystem that surrounds not only a project but also a way of life in a company. It is therefore democratized and makes sense only if it involves everyone!

2. Approaches Increasingly Focused on Humans, with an Emphasis on Individuality

Expectations towards change management specialists have evolved significantly in recent years. From simply communicating about change to prepare employees, we have moved on to making change acceptable, then to fostering commitment to that change. Today, it is about creating a positive change experience for the affected individuals. So, how do you successfully meet this challenge? By not neglecting any aspects of the employee experience. This experiential and employee-centric strategy allows impacted individuals to feel heard and valued, making them more inclined to take initiatives and experiment. Change, whether related to processes, tools, culture, or structure, represents an opportunity to go further, learn new techniques and knowledge, participate in something greater than their job, rally towards a common goal, exceed individual and team limits, celebrate success, etc. Change then becomes a mobilizer and an engine of engagement.

3. Change Management as an Element of Organizational Culture

This trend emphasizes the importance for companies to gain flexibility and efficiency in the face of constant changes in the environment, thanks to an organizational culture that fully integrates change management principles and values. Integrating change management into the organizational culture takes time and requires long-term commitment, but it is essential to create a resilient and adaptive organization in a constantly changing world. Concretely, this involves engaged leadership actively supporting change management initiatives, and open and transparent communication becoming the norm. It also involves training and development so that everyone understands the basic principles of change management and develops the skills required by the changes. Ensure that the organization’s values include flexibility, adaptability, and innovation. Thus, change management will not be perceived as a one-time project but as a way for the organization to operate continuously. The organization’s environment is constantly evolving, and the organization has what it takes to adapt to it! Dedicate a structure within the organization that focuses on change management, such as a center of expertise, is an excellent way to support transformation projects.

Turning Change into an Opportunity

In conclusion, to effectively manage change, I recommend that companies strengthen their change management skills. They should make the necessary efforts to anticipate concerns and impacts of the impending change and ultimately implement actions to make the change project appealing. In other words, it is essential to have enthusiastic and competent leaders in change, well-equipped to address concerns and impacts, and capable of mobilizing and engaging employees in the transformation adventure.

To stay on top of digital transformation trends in the business world, subscribe to our newsletter.

Level 3 of cybersecurity: governance

Publié le by Talsom

The accelerating rate of digital transformation plays a major role in cybersecurity. Cyberattacks are multiplying and becoming more sophisticated as our daily activities become increasingly dependent on technology. In our last article, “How mature is your cybersecurity?: Understanding the 3 levels,” we try to demystify the topic and underline the importance of working with partners in our current context. In the article, we discussed how today’s businesses are inundated with cybersecurity tools, and as a result, a lot of alerts. How can companies take action and manage the growing number of cyberattacks? Today we’ll be discussing the third level of cyber protection: governance. Among its many advantages, governance allows you to develop and maintain how proactive you are and establish an appropriate cybersecurity risk level.  

Level 3: Governance: To get and stay proactive  

What is IT governance?  

Governance is a process that oversees the other levels of cybersecurity (basic and advanced security) and needs to be strategically aligned with the company’s business objectives. However, a study has shown that, “77% of spending is focused on defensive information security and compliance rather than proactive measures and opportunities to support transformative growth.” Companies would fare better if they invested more in solutions that include more than just the technical aspects.  

Governance refers to the idea of integrating cybersecurity into every initiative and change. It is largely an executive responsibility and is a part of corporate governance that involves developing a management approach for risk and policies, which needs to be clearly communicated. Stakeholders should be assigned roles and responsibilities and companies should designate an authority for audits and internal reviews. Without customized governance and risk management, security solutions only provide a false sense of security.  

How do I know if my company has strong enough cybersecurity?  

There are different assessment tools that can demystify cybersecurity and support you in your transformation projects. The different framework types let companies evaluate their current cybersecurity situation to identify areas for improvement. This is an important analysis and helps organizations reposition themselves to better respond to various threats.  

Is the cybersecurity assessment enough for my company to be well protected? In reality, simply having cybersecurity tools is insufficient. You not only need to build your cybersecurity environment, but you need to ensure your tools, policies and processes are used wisely. Managing an organization’s security in this way is what is meant by governance, a role usually under the responsibility of a Chief Information Security Officer (CISO). This role is generally performed by your IT officers and can be complex to manage without proper expertise. The CISO’s tasks include anticipating, assessing and managing new and emerging threats. The CISO must absolutely work together with the other departments to ensure their IT security objectives are aligned with all others within the organization (e.g. acquisition processes, with partners, in your risk management).  

Managing your own cybersecurity vs. outsourcing  

It’s important to note that when facing such a complex and constantly changing issue, an annual assessment is not enough; you need to conduct regular assessments. However, a full-time employee (like a CISO) may be costly and difficult to find in the current labour shortage. This is why the demand for hiring a CISO-as-a-service (CISOaaS) has significantly grown. CISOaaS involves delegating the IT security responsibilities to a third-party service provider. This option allows small- and medium-sized businesses to use cybersecurity services as needed without having to hire a full-time employee.  

What is the reality of IT governance?  

The reality is that companies have a number of options to consider for their IT governance. As mentioned previously, you can have a full- or part-time CISO or use external services. The important thing is to have ongoing access to the right resource who has the necessary expertise and an understanding of your organization, your challenges, your limitations, etc. And why is ongoing access to this resource so important?  

1.Because security, from the moment of implementation, is an ongoing process as well In addition to having someone who can assess and mitigate risks on a regular basis, this expertise helps ensure that security is a part of your every day and integrated into each of your activities from the start.  

2.Customized policies Working with the right resource helps you manage incidents at the right responsibility level. In other words, it makes it possible to have an incident management policy that is not restricted to major incidents and promotes the ability of the appropriate resources to take responsibility.  

3.Your partners’ trust Having a resource, whether internal or external, who closely oversees your cybersecurity and ensures a fair distribution of efforts reinforces the feeling of security for your business partners (clients, service providers, etc.). It provides added value to your partners.  

4.Manage contracts and protect partners Having a CISO also creates trust when assessing partners’ cybersecurity and establishing contractual stipulations. For example, while your partners have access to your data and applications through services in secure environments (e.g. cloud, SaaS), they are not always safe from their own cyberattacks. You therefore need to establish rules, which in this case would require that partners inform you in the case of an attack.  

5.Responsibility management Having an ongoing resource also lets you determine roles and responsibilities in the event of a cyberattack.  

Despite all the efforts already in place, your company will need to constantly adapt since cyberattacks happen to every organization. This is why it is essential to establish appropriate governance to take a proactive approach to cyberattacks. This also helps provide a clear view of what’s happening in the world and the measures to implement depending on your obligations, industry and capacities.  

Now that you better understand the different levels of cybersecurity, there is another issue to consider: how far can you take your cybersecurity without undermining user-friendliness? The more sophisticated the security systems, the more steps and processes are involved. It’s important to agree as an organization on what is most important and strike a balance between introducing cybersecurity measures and minimizing impacts on the operations of the company and of stakeholders. When considering these issues, it is increasingly important to opt for a technical and strategic level of support and a partner who can guide you and assist with the transition and changes you may face on your journey to improve your cybersecurity.  

Discover how Talsom’s expertise can protect your organization through its digital transformation from start to finish.  

Learn more about Talsom.

How mature is your cybersecurity: Understanding the 3 levels

Publié le by Angelina Chardonnieras

In our hyperconnected world, as every sector of society is becoming digitalized and increasingly technology-dependent, cyberattacks are also multiplying and becoming more complex, which has led to a spike in spending. According to the Canadian Centre for Cyber Security, approximately 38.5 billion devices will be connected to the Internet by 2025, and cyberattacks will occur every 39 seconds. The global information security market is expected to be worth nearly US$175 billion by 2024. On top of all that, the COVID-19 pandemic has led to a significant surge in cyberattacks. The shift to remote work has made companies more vulnerable and subsequently forced them to tighten their security measures.  

Given today’s breakneck pace of digital transformation, it’s important now more than ever to consider how cybersecurity should be integrated into transformation projects at every level. Cybersecurity goes well beyond antivirus software. It means having the right skills to protect your assets and minimize risk.  

Though you might be familiar with the concept of cybersecurity, it can still be hard to fully grasp. That’s why we’ve enlisted Frédéric Claudinon, an IT Strategy and Management Consultant, to break down everything we need to know about cybersecurity, including what it entails today and the importance of choosing good security partners. Strategic partnerships support you throughout your digital transformation and enable you to maintain high levels of security without you having to make major investments in tools, additional expertise and human resources. So when reviewing your digital transformation strategy, it’s key to think about how you will manage cybersecurity and integrate partners. Even if you believe that your team is hitting their performance goals, it is always difficult to identify blind spots. Receiving support and guidance from qualified experts is the best way to ensure you’re not overlooking any aspect of your cybersecurity.  

The 3 levels of cybersecurity for your transformation projects  

Unless you have your own cybersecurity team and a high degree of organizational and technological maturity, you’re probably overwhelmed by flashing indicators everywhere: alerts, events, investigations, incidents, vulnerabilities. But where to begin? Let’s start with the basics. Cybersecurity is actually simpler than you may think. Essentially, you set up barriers, keep an eye on what’s going on and then govern everything. In order to seamlessly tackle any and all cyberchallenges, it helps to break down cybersecurity into 3 different levels: basic services (barriers), advanced services (monitoring) and governance.  

Level 1: Basic services to secure the perimeter  

To begin with, picture the foundation of cybersecurity as building a security perimeter, a.k.a., a barrier to protect all of the organization’s internal data. Most companies rely on a certain amount of basic services (firewall, proxy, antivirus, etc.) to prevent outside threats from breaching the perimeter, i.e., from accessing internal information.  

Basic security measures explained  

Nowadays, basic security solutions are no longer so straightforward. Most industries are feeling the effects of the COVID-19 pandemic, and cybersecurity is no exception. While remote work was, of course, necessary, it has also made it more challenging to keep company data secure. Hackers are exploiting the weaknesses inherent to the increased access points needed for remote work. Organizations have had to adapt and invest in strengthening their systems to get the same level of security as before. Whereas the “perimeter” once extended only around the company, it now includes remote employees. This shift has necessitated a modified approach to software management.  

Expanding these services beyond the office doesn’t stop there. All industries are currently grappling with the global labour shortage. With fewer employees at their disposal, many organizations have started outsourcing some operations. As a result, external partners must be securely integrated into the company’s ecosystem. But how do you make sure your partners’ access to the environment is secure? You have a number of options, including desktop virtualization, which is fast, easy and effective. You can solve labour shortage issues with this method by letting external partners connect to your company’s IT environment remotely.  

Level 2: Advanced services to monitor the perimeter  

Advanced solutions enable you to identify and anticipate incidents cause by the use of basic services. They include a number of detection tools that target abnormal behaviour in your network, some of which may require further investigation (e.g., many destroyed or shared files, multiple access attempts, ransomware, etc.). You can then add increasingly sophisticated detection tools that can not only spot threats, but also automatically respond to them. Other, even more advanced tools let you see and analyze what’s happening outside the perimeter (e.g., on the Dark Web), which could be important given the nature of your company. Advanced services can also deal with vulnerabilities. These tools analyze your computers and detect potential system weaknesses. However, for these tools to be effective, you have to be able to implement the appropriate solution or at least mitigate the risks. This is all the more important when your company has a significant technological debt or a high concentration of vulnerabilities.  

Advanced security measures explained  

That said, it is important to stress that this second level is not only about installing new protection and monitoring software, but also about being able to do a follow-up and maintenance, either with internal or external resources. These combined solutions, which we are referring to as advanced security, can actually be a source of added risk and danger if you get too overwhelmed by alerts without actually being able to better control them. One way to collect and centralize incident alerts is through SIEM software. However, just because all the data on antivirus, logs, firewalls and other systems is in one place does not mean that you’ll have fewer alerts. …And that’s not all. As viruses become more and more sophisticated, software must adapt too. Antivirus alone is not enough. Some companies are adopting more intelligent emerging solutions, like Endpoint detection and response (EDR), which monitors network events and stores the information in a centralized database.  

Once again, the problem is the number of alerts that companies have to contend with. Employees are exhausted by the sheer amount of information to keep track of. This “alert fatigue” can desensitize them to the threat of cyberattacks. So, how can companies cope with the ever-increasing number of alerts? Again, outsourcing may be the solution. For advanced services, you can look into a Managed security service provider (MSSP). MSSP is an outsourced solution that provides services at all times to deal with incidents and retain an acceptable security posture. The onslaught of advanced security alerts and increasingly complex and frequent cyberattacks require businesses to find solutions, oftentimes outside their company, in order to be as vigilant as possible.  

Level 3: Governance  

The final level of cybersecurity is governance, which entails understanding your organization’s stakeholders, their roles and responsibilities, establishing a systems management plan and maintaining the perimeter. To learn more about this 3rd level, keep an eye out for our next article on IT governance.  

Read the article on IT governance

If you have any questions about cybersecurity and how it fits into your organization’s digital transformation, contact us! We have helped many clients incorporate cybersecurity into their IT strategy and process mapping projects. By better understanding where you are, your company can figure out where it wants to go.  

Learn more about Talsom.  

Top five organizational development trends

Publié le by Angelina Chardonnieras

The pandemic has shifted the way we think about work. Nowhere is this clearer than with the so-called Great Resignation. More and more employees are leaving their jobs to put their mental health first or to pursue careers more aligned with their values. Although we’re seeing this trend in Canada, Statistics Canada reports that job vacancy rates increased in 2021 compared to previous years.

Employees’ desire to do meaningful work isn’t the only trend that will shape the job market in 2022. The labour shortage and the digital shift are driving organizations to innovate so they attract and retain talent in a fiercely competitive market. To survive and thrive in 2022 (and beyond), organizations must continue to innovate and adapt. Organizational development helps leaders navigate their organizations through change in a more people-focused way so they can hold on to top talent.

What is organizational development?

Although there’s no single definition of organizational development (OD), you can think of it as a planned, systemic organization-wide endeavour. Guided by humanistic values and behavioural science, OD practitioners work with senior management to improve organizational effectiveness while promoting employee well-being. It operates on the rational, emotional and relational level.

Organizational development requires constantly keeping up to date on best practices to increase and sustain an organization’s ability to change. We’ve identified five OD trends to help organizations succeed.

Learn more about our services

1. Artificial intelligence and automation

Artificial intelligence (AI) is a set of theories and techniques that leverages complex machines and computer programs to mimic human intelligence and perform tasks that can improve with information gathered through iteration.

The World Economic Forum predicts that AI and automation will create 97 million jobs by 2025. The acceleration of digital transformation across multiple industries will create new business models and ways of working, while also changing many employees’ jobs.

How can OD help?

As the nature and structure of work change, it may no longer be useful to think about work in terms of jobs. Agile organizations are instead starting to think in terms of the skills needed to compete for market share.

On the one hand, OD can help organizations clarify the future roles and skills required to implement their strategy, and then find and develop those skills through reskilling, upskilling and hiring.

On the other hand, OD can use AI to improve an organization’s human resources (HR) processes by implementing an HRIS (Human Resources Information System). An HRIS is a software program that integrates many HR-related functions (e.g., dashboard, employee profiles, performance evaluation) for easy day-to-day management of administrative tasks. Some of these processes can also be automated to provide a clearer, more comprehensive picture of how healthy the organization is from an HR standpoint.

2. Hybrid work

Telework is here to stay: According to Statistics Canada, 80% of teleworkers indicated that, post-pandemic, they’d like to work from home at least half of the time. As a result, more and more organizations are turning to hybrid work models (i.e., a mix of remote and in-office work as needed).

While giving workers more flexibility can make them more productive, the culture, team dynamics and depth of coworker relationships may suffer as a result. To ensure hybrid work arrangements are viable, organizations need to start thinking about what roles and tasks can actually be done remotely, as well as what kind of people and skills are well suited to remote work.

OD experts can help organizations find new solutions to manage hybrid work arrangements using design thinking.

What is design thinking?

Design thinking is an iterative, collaborative approach that relies on collective intelligence for innovation. It’s a people-focused mixture of analytical and intuitive thinking that allows organizations to experiment, create models and prototypes, as well as gather feedback for redesign.

3. Teamwork

Work teams are the building blocks of organizational life. Today’s workforce is more collaborative than ever. Teams are also more and more diverse in terms of ethnicity, age, gender, education and work experience. That trend will only continue in the years ahead.

Given these new realities, organizations can no longer afford to be mere “groups of individuals”. They must learn to intentionally harness the combined intelligence of these diverse teams. Research also shows that diverse teams are more skilled at solving complex problems and make better decisions 87% of the time. Organizations would be wise to leverage the collaborative power of diverse teams during the pandemic, although it’s not always easy to do.

OD can help leaders overcome bias, end siloed work practices and build a culture of equity and inclusion. This involves a serious commitment to monitoring and reframing how opportunities and resources are distributed throughout the organization.

4. Employee engagement

With the labour shortage and The Great Resignation, organizations need to take a more innovative, people-focused approach to engage their employees and build and strength relationships with potential talent.

In terms of hiring, adopting inclusive practices allows organizations to tap into a broader talent pool. That means looking for candidates in non-traditional places or dropping traditional qualification requirements that may disproportionately exclude underrepresented individuals.

In terms of retaining employees, organizations will benefit overall from offering better benefits (e.g., on-site daycare, excellent insurance) and wellness programs. In fact, research shows that employees who use these benefits report higher levels of mental and physical health, which translates into better performance and higher retention. Organizations can also leverage internal employee mobility through coaching and development programs, e.g., to hold on to talented staff.

Leaders, with the help of OD experts, can develop tools to monitor employee engagement and well-being to better understand the employee experience and assess their needs.

5. Leadership

2022 will be a pivotal time for many leaders as their teams move out of pandemic survival mode. That said, there are other changes on the horizon, including a labour and materials shortage.

Leaders will need to focus on non-traditional skill sets to navigate an uncertain and stressful labour market. They’ll have to build trust and create a safe work environment to mitigate employee anxiety. To do this, leaders will need to be authentic and vulnerable, and encourage their employees to do the same. Leaders who bring out the best in their employees are those who can find the balance between holding employees accountable for their behaviour and giving them leeway to explore their interests and grow. They’ll also need to be inclusive and actively create a sense of belonging within their teams by working to build social connections.

Here, OD can help organizations build a leadership pipeline and strengthen leaders’ people skills.

The future will hold many challenges, including climate change, accelerating technological innovation and global shortages. To survive and thrive in the coming years, organizations will have to be resilient and adaptable. However, if 2020 and 2021 were years of forced and unplanned reinvention, we can make 2022 a year of intentional change. Organizational development can help organizations undertake these changes in an intentional way that puts people first.

Want to learn more about our change management and organizational development services?
Download our brochure.   

Thinking outside the Golden Triangle: 4 key actions for successful project management in 2022

Publié le by Angelina Chardonnieras

By now, everyone knows how much the pandemic has changed organizational structures and business management methods. A Project Management Institute (PMI) report published in Le Devoir shows that, since 2020, 68% of companies have begun their digital transformation, 64% have reviewed their business strategy, 61% have modified their organizational structure and 57% have implemented innovative methods. 

Successful projects are based on the project management Golden Triangle, which is made up of three variables: scope, cost and time. However, the rapid pace of change and new hybrid work models are making projects more complex. Project management is no longer strictly technical, it must take into account all the different pressures and influences on the project. In this article, we describe 4 best practices to ensure the success of your projects.  

1. Involving stakeholders

Getting stakeholders involved is key to project success, since even projects that are delivered on time and on budget don’t necessarily satisfy the client or end user’s needs. It’s important to take the time to listen to ideas, complaints, concerns, and feedback as these are an equally part of a project’s success. Not only does it prevent oversights related to project risks, but it also helps project leaders improve the project and adapt it to the complex and ever-changing environment. Engaging stakeholders and taking their needs into account significantly increases the project’s social acceptability and reduces the risk of failure. 

2. Identifying change management needs

Gone are the days when projects were implemented without taking into account the integration and adaptation period, and stakeholder reactions to this change. Managers are now aware that project management is synonymous with change management. Every project, regardless of its size, disrupts the environment in which it is launched. As stakeholders adapt to the new situation, they will inevitably experience a range of emotions and reactions, including fear, frustration, resistance and denial. 

To reduce the adaptation period, and the negative attitudes and emotions towards the project, managers must have a change management plan in place as early as the project’s design phase, to support stakeholders through the change process. The goal is to get end users up to speed faster and ensure widespread adoption in the shortest possible time. Efficient change management will involve additional costs, time and resources, so be sure to factor in this additional and essential investment during project planning. By omitting change management from your project, you’re putting the entire project at risk. 

3. Developing a project risk management plan

Speaking of project risks, managing them is still an essential aspect of project management. Risk management is one part of PMBOK theory, from PMI’s well-known guide that includes the impact, probability and severity matrices, among other. But risk management is much more than that. As digital transformation, organizational restructuring and labour shortages become a fixture of the business environment, projects become more complex, the number of stakeholders increases, and they become more and more diverse. 

More and more diverse stakeholders mean increased project risks, making stringent risk management more important than ever. Identifying risks and their magnitude, planning, and implementing mitigation strategies – these tasks are still extremely relevant. However, we must also continuously monitor and update these risks in order to keep pace with the constant changes brought about by this new context. 

4. Showcasing your ability to lead diverse teams 

Hybrid work models and the rise of digital technology have created new business opportunities. Work teams are becoming more diverse, foreign partnerships are becoming more prevalent, and working conditions are gradually becoming more compatible with employees’ family and social lives. This new approach has made project teams more heterogeneous, thereby making the project manager’s job more difficult, as discussed in the Forbes article. 

Project managers are now responsible for managing resources from different linguistic, geopolitical and cultural backgrounds. Their role involves finding ways to bridge these differences, though social interaction, technological tools and even communication platforms. Today’s project managers must not only master technology, they must also keep improving their human relations skills and knowledge of diversity and inclusion. 

  

To learn more about project management best practices, download our ebook on project and change management. It’s packed with tips and resources (In French only) to help you with your projects, including the Project Leadership Maturity Scale, how to use it to track your progress, the impact of technological change on project management, and the project manager’s evolving role in the digital shift.