Anna Engstromer shares a post that identifies what goes wrong with strategy implementation and what needs to be applied to ensure successful adoption.
The Everyday Value of the Right Design in Services
Just because it happens all the time, all over, strategy implementation isn’t easy. It may appear so judging from corporate communication, but it is a special type of team effort that needs energy and effort. The trick is to both carry forth with planned changes and pay attention and adapt.
Change as Part of Life
Change is part of every organization’s life. It is frequent to experience or bear witness of it in any department or work group. It tends to happen through projects and initiatives, and only rarely is the perspective that of the individual working group. Teams and people cope with change, sometimes managing to reflect on their work and craft it into the way they like it, but other times addressing it with less purpose. How people react to change depends a lot on how they are doing. Someone who feels safe, manages their calm, and cares about their work will naturally be more proactive and effective. For many others, change is “dealt with”. The result is a patchwork of intentional and adapted changes, often with great discrepancy between formal and informal roles and structures. This is not necessarily bad. After all, we are creative beings that like to solve problems. But it leaves groups sort of hanging, and I’ve seen it many times that groups either thrive or implode when change is either too fast or not well enough supported. Sadly, the practice to dedicate or engage professional change managers has gone a little bit out of fashion. Fortunately, people with other roles often emerge and act in such roles. I did it many times.
Key points include:
- Why change seems incoherent
- The design process
- How norms play a role
Read the full article, The Value of Continuous Care in Service Design, on engstromer.com
Umbrex is pleased to welcome Anna Engströmer with Anna Engströmer GmbH. Anna is Swedish, has worked across Europe and lives in Switzerland. She worked 2006-2011 in McKinsey in Italy, in the Business Technology Office and the Operations Practice. She was a manager at Zurich Insurance (Finance and Sourcing) and at UBS (Vendor Governance).
She works independently for clients in Switzerland and Europe. She has vast experience in service design, strategic sourcing, vendor governance and financial performance management. She is fascinated about well-functioning systems, with clear rules of engagement and respectful and interest-based collaboration and negotiation. Problems that fit her are complex, cross-functional, new or old, requiring agility in grasping them and addressing them. She energizes from people, and cares about both organizational performance and people’s health. She is fluent in Swedish, English, Italian, German and French.
In her free time she takes care of and is challenged by her Swedish-Italian family. She’s an avid learner and covers a wide range of topics: healthcare, nutrition, wellbeing, neuro-feedback, business startups, and latin.
Christy Johnson shares valuable insights from a survey of Seattle start-ups.
Most Seattle startups are very focused on the data—they rely heavily on data to drive product decisions. Seattle is home to Amazon and Microsoft, which have leveraged data to succeed in everything from retail, to cloud computing, software development and artificial intelligence. But it’s also home to non-technology companies like Starbucks, that are operating like technology companies and utilizing data to make their core business decisions.
Visionary technology companies like Apple, Facebook, Uber and Google are establishing outposts in the Pacific Northwest (PNW)
Talent from Silicon Valley is migrating to the PNW because we have these innovative tech companies and a quality of life/cost of living that’s better than Silicon Valley
The PNW has consistently been criticized for not talking about social issues like race—and Silicon Valley companies have begun sharing diversity statistics with their communities, but few Seattle companies have followed suit
To understand what these facts meant for our startups culture, we surveyed more than 315+ employees at start-ups (defined as companies with fewer than 250 employees) in the Seattle area about their experience.
Read the results, including:
- The issue diversity
- Gender equality
- What you can do
Read the full article, The Seattle Startup Survey Results are in…, on the Artemis Connection website.