In February, Brandon Curry was invited to contribute – as Fellow of CGS Advisors, Study Lead & Co-Author of the Insights Report – to a public panel event hosted by the Industry 4.0 Orchestration Collaborative. In this event he shared the key insights from the 2021 Labor and Technology Adoption study followed by an engaging panel discussion with executive leaders from Waste Management, Siemens Digital, Plex Systems and Verizon Wireless. The study commissioned by the Collaborative to understand the effects the accelerating labor shortage will have on I4.0 technology adoption. Catch the full replay above.
I was recently interviewed by Anil Saxena from the ChangeNerd Community Future of Work podcast to discuss ways to connect HR to business results. Throughout the conversation we discuss the value of understanding the business and pain-points, understanding your customers and the value proposition HR needs to bring the business.
For more information on the ChangeNerd Community visit http://www.changenerd.com.
It isn’t obvious that learning and change are synonymous; learning = change is apparent to very few. Helping more leaders and their staff to realize this paradigm will yield great benefit. We will be more agile, effective and competitive. Most of the people I interact with pursue learning activity without a clear outcome in mind. Similarly, when changes are made, how the change impacts stakeholders in a legitimate cause and effect sort of way (i.e., what will people need to start / stop / do differently as a result of this change) is an afterthought. Worse is that the necessary investment of time and resources to learn to perform in a new state are underestimated, resisted, and short-cuts are attempted.
Three useful lines of questioning that have served me well in helping people begin to plan personal and group-level change are:
1. What will you (we, they) know, do and / or value different if this (intervention) is a huge success? By when? Why are these changes and timing important?
2. When we’re meeting six months from now and you’re explaining how elated you are with the outcomes of the work we’ve done together and the changes that have been made, what will be different? Why are these changes and timing important?
3. Who will need to change? What will they change from and to? What is our interest in making this change? How will making this change benefit them (from their perspective)? Why would they resist making the change desired?
We’re creatures of habit but we are motivated to serve our own interests. Until it is clear in the mind of an individual what to change, it’s unlikely we will deviate from our norms. We’re much more likely to work to maintain stasis. With defined outcomes and interests for change defined, we can involve stakeholders, build an impact map and allow learning and transition as needed to realize our desired future state.