Events

In a highly competitive world organizations need to generate competitive advantage from all their resources. The workplace and the workplace experience are no exception. In this module we examine the concept of the multi-sensory, multi-faceted ‘workplace experience’ and the process of consciously aligning it to business and organisational drivers in order to generate tangible competitive advantage.

Improvement management is focused on quickly capturing, monitoring and fixing day-to-day failings within the system. Well run, such a system not only fixes problems quickly and effectively but is seen to be doing so, and enjoys a strong feedback loop to further service design. It is very important that mistakes are not replicated, lessons are learned once, and effective means exist to pass-on the learnings to the next project. Historically improvement management has focused on tactical, well-executed activities but this session will also demonstrate the importance of improvements in strategic thinking.

Stay tuned, title and speaker to be announced soon.

While the drivers for change are often economic, technological, spatial or process orientated, the key ingredient is people. Change can be disconcerting and destabilizing at a personal and organizational level. We’ll explore the human dimensions of change, how the brain responds to change and set out a model for managing change.

Participants learn to connect to the business drivers and answer the questions ‘What does success look like?’  Workplace projects range from small moves and changes involving little risk to the business, to large relocations and new builds across multiple geographic domains. The latter cases require a high degree of project management skill and experience as well as organizational capability to support and provide governance across the stakeholders involved. For large organizations the role of the project management may involve a high degree of program management and being able to cope with cultural differences as well as the political sensitivities.

People have always been an organisations most important asset, however as we move to an era in which knowledge and ingenuity are core sources of competitive value, we need to put people and their experience at the heart of our workplace management thinking. In this module we discuss the concept of the employee as a consumer and examine what that means in practice. We explore the concept of audience segmentation, the role of the ‘client’ and the tools, techniques and information flows needed to maintain effective relationships.

Stay tuned, title and speaker to be announced soon.

While there is much theory written on managing change, putting the theory into practice means recognizing the realities of the change and the factors at play in the environment in which the change is going to take place. We’ll talk about the practicalities of designing a change program, getting people onboard and how to maintain the change over time. We’ll also explore what it takes to be a great change leader.

We will learn how to set up Risk Management processes and develop business continuity plans in a workplace context.  We will look at the management of all forms of risk that impact the ability of people and the workplace to perform effectively. It covers the identification and analysis of sources of risk, those practices that minimize negative impacts as well as how recovery from failures and disasters will be handled.

We will merge consideration of Supply Chain Management and Resource Management since they are inextricably connected. In supply chain, we will be considering suppliers for the value they bring, not just the cost of their services. We are also sensitive to the fact that most suppliers know their business better than those seeking the services. We will learn how to provide service providers and suppliers with the ability to make their own recommendations on scope and process and to seek the value of their experience