Corporate offsites and leadership summits are usually key to keeping up strategic momentum in companies – so what can you do when you cannot meet in person? Below is our recipe for how you can use Qvest to replace your in-person events with a virtual process and still keep your strategic momentum.
Digital transformation executive Christian Agger answers 3 key questions about driving digital transformations in multinational companies. Watch the video to see Christian's answers to the 3 questions:
Globally, employee engagement was recently reported at an abysmal 15%. With a number that low, it comes as no surprise that organizations are making significant attempts at improving employee engagement. Surveys are the tool most commonly used by leadership to engage employees and measure workplace conditions. But what if the surveys used to understand engagement actually stifle it? Here are a few reasons why surveys are actually doing more harm than good.
In this post, we have gathered key statistics about change and transformation. The numbers speak for themselves - managing change in organizations is hard, very hard.
I recently had the opportunity to speak at an event where the attendee list was mostly comprised of change agents working in large enterprise organizations. The highlight of the evening for me was when one of the participants asked what arguments she should use to convince her stakeholders to use Qvest.
I was just about to respond when it struck me that I was in a room full of people supremely qualified to answer that exact question - so I passed the baton on to the other participants, who described that Qvest:
I bet you cannot think of a single large company that is not in the midst of a transformation. All large corporations are undergoing a profound, often digital, shift in the business that keeps the top management incredibly busy. Yet, none of these executives and companies have found the winning formula for succeeding with transformation. We know this from the statistics: Digital transformations have a dismal 16% success rate, and we know this from the anecdotal evidence: Many executives express that they do not know how to secure and measure employee buy-in to the transformation journey.
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