Thriving in an age of disruption

The Experience of Thriving

Every organisation has a vibe, a feeling that is noticeable from the moment you enter. Some are hectic and stressful; others feel cold and sterile. Many are humdrum and dull, with rows of under-engaged employees hard at work in their cubicles. But a few - a rare few - are different. Walk inside these organisations and one thing is clear: people are genuinely excited to be there. A perceptible buzz - an undercurrent of energy and vitality - permeates the air. A clear sense of pride, passion, and purpose is evident in every product, every moment of truth, and every interaction.

What distinguishes these exceptional organisations from the rest? The answer is that they have found ways to transform work into a compelling experience. They have thought carefully about how to create a deal that meets the full range of their employees' needs in an inspiring environment. And they have learned how to unlock the full potential of their workforce, one employee at a time. While many organisations are still searching for ways to survive in today's complex business world, these exceptional organisations have learned how to THRIVE.

Failure to Thrive

Rapid advancement in new technologies is causing change to reverberate through the world of work. Combined with an aging workforce and shifts in labour supply and skills availability, it has never been more important or challenging to stay ahead of the disruption. But why do so many organisations find it difficult to achieve the transformational work environment that will support their continued success? It's clearly not a lack of good intentions - organisations frequently express a focus on innovation, growth, and employee contribution in their missions, values, and strategic plans. Yet many are unsuccessful in their follow-through. From our work with companies around the world, we have observed three contributing factors.

First, organisations fail to adapt effectively to changes in their external environment.

They miss emerging technology trends, fall behind on anticipating their customers' wants, and fail to capitalise on growth opportunities. Rather than developing creative ways to tackle new problems, they often find themselves maintaining the status quo. As a result, they gradually drift into a state of survival - fighting just to get by.

Second, organisations fail to develop an internal environment that stimulates the growth and innovation they need to stay ahead.

They view their relationship with employees as a transactional quid pro quo and therefore struggle to find people who feel truly invested in their work and the organisation's future.

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