View Agenda Here Book A Virtual Pass Today For Just €399!
A One-Day, Practitioner-Led, Pan-European Conference & Virtual Event, 10th November 2021.
08.30 Registration, Informal Networking & GIC Opening Remarks09.00 Morning Chair’s Opening Remarks
Jolanda Schwirtz, Corporate Marketing & Digital Transformation Director, Nestlé Deutschland AG
- It’s all about the bottom line… uncover unconventional ways to transform your business using digital and automation to reduce manual tasks and improve process efficiency
- Every company is different! Nobody has the same digital needs, so how can you discern what transformation will have the best impact on your business?
- Overcome obstacles to transformation when overhauling legacy systems and hit the sweet spot in human-machine interaction
- How can you build a culture of engagement where colleagues are not only ready for change, but also excited to see it implemented?
- As we come out of a period of flux and turmoil, discover creative ways to combat change fatigue and boost resilience for continuous improvement cultures
- Power to the people! Secure colleague buy-in by creating strong feedback loops to ensure everyone’s voice is heard throughout transformation projects
Jennifer Reijns-Schoofs, Global Organizational Design Director, Cargill
Alyson Davis, Internal Communications & Colleague Experience Manager, Halfords
Tim McInnes, Transformation & Strategy Director, Post Office Limited
Colin Ord, Head of Customer Service Business Change, Govia Thameslink Railway
Over the last decade or so the value of change management – of taking a structured, intentional approach to the people side of change has become increasingly recognised. Those leading on change are increasingly seeing the need to engage the individuals a change will affect, and support them in ways that ensure their change is successfully adopted.
There’s no doubt that this is a good thing. However, this greater focus on change management, coupled with the increasing pace of change, and changing expectations of employees is exposing weaknesses in the upstream processes through which changes are defined which can seriously undermine change management effectiveness.
Central to change management is enabling each individual impacted by change to see a personal reason for adopting the change, and if these reasons haven’t been considered as part of change definition, then there may be little for change management to work with. Change management can end up trying to bridge an unbridgeable gap between the change and a meaningful reason to adopt that change.
Of course, the fall back in the past in such situations was resorting to the “Power Over” hierarchy of the organisation, the “my way or the highway” reasons to adopt change, however, such approaches to leadership are quite rightly being consigned to the past and employees are increasingly looking to purpose and meaning rather than their boss when it comes to reasons to embrace change.
This challenge of creating purpose and meaning in change is made all the more challenging by the increasing volume, pace and complexity of change, the need for change to be agile in responding to changing internal and external pressures and the move towards empowering teams to define change for themselves.
This brief talk touches on these challenges from the perspective of a Change Practitioner emersed in the day-to-day realities of making change happen, and focuses in on the central role that shared purpose has to play. It also outlines practical steps for ensuring every change is defined in a way that allows those impacted by it to see a purpose in the change that is meaningful to them and which gives them a reason to commit to making the change a reality.
10.30 Morning Refreshment Break With Informal Networking
- As remote change becomes the new normal, transform your workforce management to ensure it works with your people
- Unearth innovative and creative ways to encourage collaboration during remote working to engage remote teams, boost project outcomes and the success of business-wide transformation
- Drive stakeholder engagement and mitigate internal resistance by keeping the human touch in change management
- Business-critical data and insights! Utilise effective benchmarking techniques to measure the real results of your business change and transformation programmes
- Collect, analyse, act! Ensure you are appropriately collecting and storing data in order to make the most of feedback
- New metrics for a new normal – discover the top digital measurement techniques to effectively capture employees’ response to large-scale business change
- Become a truly data-driven organisation and ensure every decision is made based on data, resources, analysis
- Digital strategy and sustainability are unequivocally tabled as separate items on the boardroom agenda. They have mutually exclusive owners, budgets and objectives. However, as the global climate crisis increases exponentially, no strategic business decision should be made without questioning the impact on the environment and society. Sustainability should not be seen as an opposing or separate strategy to digital transformation. In reality, it’s everyone’s responsibility, irrespective of department or team.
- If companies want to build a resilient business, they need to integrate sustainability strategies into their digital transformation roadmaps and build digital capabilities into their CSR and ESG programmes. That means thinking beyond profit and putting social and environmental concerns on equal footing with financial ones.
- Companies must recognise sustainable digital transformation is not just part of a corporate strategy, it is part of a survival strategy. During this session, Lindsay will explore the key focus areas that will help organisations unlock sustainable digital transformation and achieve effective, long-term impact that delivers on people, planet and profit.
- Covid cost cutting: in the post-pandemic landscape, what business- wide change and transformation is necessary to invest in now?
- Avoid investment silos! Win over the hearts and minds of key stakeholders and secure essential investment and buy-in to achieve long-lasting change
- Top tips on how to get the board on-board with business change in traditional and legacy systems
12.00 Lunch & Informal Networking For Speakers, Delegates & Exhibitors
12.20 Informal Peer-To-Peer Breakout DiscussionsA) Disrupters & Start-Ups
Gonzalo Pérez, Head Of Business Development in Open Innovation, Telefónica
Rachel Buck, Executive Director, JP Morgan Chase, London
13.00 Afternoon Chair’s Opening Remarks
Lauren Lewis, Director of Business Change & Transformation, OVO Energy
- Gain critical insights into how to assess available technologies and find the best fit for your organisation
- As the pace of change accelerates, how can you ensure you are harnessing new technologies effectively?
- How can you best prepare the organisation for technology change, and manage the transformation remotely in the new digital, hybrid workplace?
- Waste not, want not: discover how machine learning, AI and automation can facilitate and fuel business change in your organisation
- What new methodologies are emerging to transform business change and drive future profitability?
- Agile is the methodology of the moment, but where are waterfall techniques more appropriate to ensure project success?
- Mitigate resistance, risk and long-term uncertainty by determining the right framework and operating models for you
- The current labor shortage starts to like a foreshock rather than the main seismic event on the horizon of frontline work. As the speed of change keep accelerating, frontline employees are left behind – unequipped to deal with the amount of learning and adaptation. And many have enough.
- Rather than adding a layer of complexity to frontline work, technology can help employees deal better, faster, and more confidently with changes. This session looks as best practices of how market leading organization utilize technology as enabler of change.
14.00 Power Fast-Paced Organisational Change With Clear & Transparent Communications Strategies Which Sustain Engagement & Ensure Success
- Successful communications is business-critical! Gain insights into how to communicate effectively in order to encourage collaboration and transparency throughout transformational change
- Get your channel mix right! Maximise new technologies, tools and channels to develop multi-faceted change communications strategies
- Understand how employees will respond to change, anticipate resistance and mitigate risk of transformational silos with effective communication strategies
Kim England, Vice President, Global Employee Communications, Pearson
14.20 Perspective Two
Benjamin Planteau, Business Change Manager, Merck Group
14.40 Afternoon Refreshment Break With Informal Networking
- Fail to prepare, prepare to fail: understand how to appropriately consider to the most critical, yet overlooked, element of the change programme – the design!
- Ensure success early on by initiating clear and concise communications with your people from the very start of business transformation
- The toolkit to success! What are the critical components of a successful business change strategy today?
- Anticipate the needs of colleagues and the business to develop a working model fit for the future workplace and an uncertain economy
- Covid has re-defined how we predict and prepare for future risks: respond with accurate horizon scanning to ensure business preparedness for 2022 and beyond
Alicia Saez, Digital Transformation Director, GB foods
Gustad Deboo, Head of Business Design, Counter Terrorism Policing HQ
16.30 Afternoon Chair’s Remarks & Official Close Of Conference
Global Insight Conferences is a rapidly-expanding and highly entrepreneurial conference company. We only employ individuals who are passionate about conferences, passionate about their personal growth and performance and passionate about being the best. Please send your CV with a covering letter to email@example.com.