Facing resistance, communication breakdowns, and cultural challenges during transformation? Discover how nepf’s Change Accelerators can help your organization overcome these obstacles and achieve successful outcomes.

Did you know that 70% of change initiatives fail to achieve their goals? Understanding how to build a compelling case for change can position you in the successful 30%. Learn effective change management strategies with our guide on the 7 key elements needed for building a compelling case for organizational change.

Every leader knows change is inevitable, but with a well-crafted change strategy, transformation becomes their greatest asset for maintaining competitiveness and achieving tangible business results. A strong change strategy aligns the organization's vision and goals and provides a methodical and thoughtful approach to change, rather than ad-hoc or reactive measures.

Today’s most important competitive advantage for organizations is the ability to swiftly adapt and embrace change. Explore how cultivating change as a core capability, from senior leaders to frontline employees, can lead to profound growth and enduring success. Learn about the pivotal role of leaders, the importance of middle managers, and the impact on stakeholders and change practitioners.

Navigating the role of a change sponsor is no easy feat that requires more than just a title – it entails a blend of clear vision, effective communication, visible leadership, tailored strategies, and a steadfast commitment to prioritizing the employee experience. The journey of a sponsor is a challenging one, but mastering these elements is the key to steering successful organizational transformations.

70% of projects still fail to achieve the desired results. With today’s pace of change, this percentage is set to increase. Most of these failures are because employees have not changed their ways of working and therefore negate the business benefits from the project investment.

Employee Experience has become a buzzword.  It is commonly used that many of us do not pay any attention when it is mentioned, which is mainly in the context of an HR exercise. How relevant is this to a P&L owner and Digital Transformation Leader?

There are often no labels dictating whether or not we take on leadership roles in our daily lives, so why do we let these labels decide whether we can or cannot step up as leaders in our business environments? Leadership is more than a title.

Investing in new change management strategies to sustain and propel project success. To ensure the continuation of in-flight projects when suddenly shifting to a virtual workplace, change management approaches must be adjusted.

If your employees aren’t speaking up, you are missing out on potential new ideas, opportunities, and collaborations. If teams aren’t comfortable voicing concerns – both personal and professional – your company is vulnerable to detrimental risks and setbacks.

Pulling from our expertise in Innovation Experience Design, as well as the current business trends we are watching emerge real-time, we have prioritized 3 steps that you can act on now to help your business become a pioneering force in this next phase of change.

Uncertainty is daunting, and as these changes persist, we can often be left with crippling fear and anxiety. While it may seem intimidating, upcoming changes will only continue to impact both our businesses and our employees in unprecedented ways. 

The accounting profession is one built on legacy assets, working both to its advantage and disadvantage in this time of mass disruption. Problematically, new technologies have introduced new capabilities to the profession and to clients, rendering obsolete the legacy assets upon which a historical advantage has been built. 

It is very easy to invest in Digital, but the reality is that many companies do not see the required returns. The problem is a lack of prioritization against the right criteria. “Let’s just build an app”, “Let’s have a chatbot” – are just some of the things we hear all the time.

Companies are often victims of their own success. They develop a set of structures and processes that work and generate profits. As the company grows, these structures and processes become ‘set in stone’ and hard to change.

Many HR leaders struggle to be heard by the business.  They are frustrated that they are not included in important business decisions and are made to focus on core HR processes. At the same time, others have mastered that challenge and are true trusted advisers to business leadership. 

An effective digital learning strategy needs to address issues such as the ever-shorter shelf life of knowledge, keeping the workforce motivated to learn, and balancing the impact of time spent away from work.

In this article, we break down the key requirements of Digital Literacy across the workforce, specialized capabilities, and soft skills that organizations need to build, buy and borrow to succeed in this Digital World.

Surprisingly to leaders who are seeing their efforts at digital transformation stutter and stall, the challenges that usually slow transformation are not technology, but people issues. Culture (which drives mindset and behaviors) plays a key role in successful digital transformation.

How well is your company’s leadership tuned in to the disruptions around them? A lack of digital vision at the highest leadership levels can be fatal, as the demise of one-time video giant Blockbuster demonstrates.