SYNERGY TRAINING GROUP

Fascinating Talks &

Amazing People

SYNERGY TRAINING GROUP

Fascinating Talks &

Amazing People

SYNERGY TRAINING GROUP

Fascinating Talks &

Amazing People

SYNERGY TRAINING GROUP

Fascinating Talks &

Amazing People

SYNERGY TRAINING GROUP

Fascinating Talks &

Amazing People

SYNERGY TRAINING GROUP

Fascinating Talks &

Amazing People

“If you don’t like change, you’re going to like irrelevance even less”Eric Shinseki

Synergy Training Group

It's not about what you're made of, it's about being more than what you're made of

CHANGE


Although every company is different, and there is no set formula for determining the appropriate design for your organisation, we have identified 10 guiding principles that apply to every company. 


These have been developed through years of research and practice using changes in organisation design to improve performance across industries and geographies. These fundamental principles point the way for leaders whose strategies require a different kind of organisation than the one they have today. 


There are currently a number of factors that will make the biggest changes in our lifestyle and the way we work. What is interesting is that all the six factors are likely to take place within the next five years.


  • The aging workforce
  • Less hours of work
  • Older Workers
  • Artificial Intelligence
  • Process automation
  • Universal Basic Income (UBI)


Transformational Change

Transformational change is a type of organisational change that completely reshapes your Organisation. The process of managing a crisis can result in transformational change or years of neglect and progress, or poor leadership and stagnation.


Brought to you by the developers of professional people including:

Diagnose, Design & Deliver

There are essentially 5 Phases in this process:


Creativity is the founders of the organisation dominate this stage, and the emphasis is on creating both a product and a market. 


Direction happens during this period, a strong manager, who is acceptable to the founder and who can pull the organisation together, is appointed. 


Delegation is the stage, which often poses problems for top managers who have been successful at being directive: They may find giving up responsibility difficult. When an organisation gets to the growth stage of delegation, it usually begins to develop a decentralised organisation structure, which heightens motivation at the lower levels. 


Control is characterised by the use of formal systems for achieving greater coordination, with top management as the guardians It results in the next revolutionary period, the crisis of red tape. This crisis most often occurs when the organisation has become too large and complex.


Collaboration

Is the last of Greiner's phases emphasises Social control and self‐discipline take over from formal action. To plan change, managers must predict and diagnose the need for change. 


Cultural Change 

The term "cultural change" is used to denote the way society is changed. The society takes on new cultural traits, behaviour patterns, and social norms, and creates new social structures as a result of internal or external influence.



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