Mid-level managers can resist digital transformation due to its potential to create insecurity in their organisational position and duties. IBRS explores how executives and change teams can support their mid-level managers during digital transformation efforts.
Many organisations have adopted hybrid work, but balancing in-office and remote work performance is proving difficult for some managers. IBRS explores the critical leadership skills that improve outcomes in hybrid world scenarios for ICT teams.
Digital products that are not designed with the end-user cause poor adoption, frustration and wastes time, money and effort. This pack outlines how development teams can avoid these pitfalls and apply simple, scalable user research methods.
Work distractions from task-related digital diversions, such as constant email and app notifications, reduce productivity by as much as 20 per cent. How can organisations retain their focus on productive activities, while also leveraging technologies that support new ways of working?
Just because staff members remember something, does not mean they will act upon it. Successful task-oriented instruction can only be realised if learners have the opportunity to immediately apply it to their day-to-day work, and receive timely, staged feedback.
Workforce planning has become more than just meeting future talent demand as organisations have shifted into hybrid work, remote collaboration, and workplace flexibility. How can organisations leverage technology and improve the design of talent pools to cater for future organisational staff needs?
Workstyle innovation requires rethinking work practices, physical spaces, and culture to enhance productivity and flexibility.
