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Customer Testimonial: Improving Employee Loyalty

A two-minute video from one of our Qvest customers. 

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The 4 levels of change maturity explained

The most common reason we fail in developing the change readiness in organizations is that we tend to think we can jump directly from an inactive organization to a proactive one - skipping the steps between. 

In the 2 min video below, Chief Methodologist at Qvest, Pia Lauritzen outlines the four levels of Change Maturity: Inactivity, Reactivity, Interactivity, and Proactivity. She also explains what it takes to level up the change maturity in your organization.

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TED talk: What you don't know about questions

Questions have the power to connect us, and they also have the power to separate us. In my recent TED talk, I explain why the key to successful communication is not about asking better questions, but instead about achieving a better balance of questioning and answering.

In the talk, I cover how:

  • NOT asking questions has brought me closer to my teenage son
  • A question from a co-worker did more to adjust my behavior than any instructions from a manager could ever have
  • Questions have the power to change the world

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3 things your employees want you to know about change

For the first time in the history of change management, there exists a technology that can empower every single person in your organization to drive change.

Not activate, not engage, but empower people to drive change.

That technology is Qvest, and it’s revolutionizing organizational change management by getting people to ask questions about the things that matter most to the company.

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How to make change everybody's business

When I Google “stages of successful change,” I get 171 million results. I’m not surprised by this extremely high number because change is constant and inevitable, today more than ever. We’re all searching for ways to succeed and, ideally, thrive within our relentlessly changing world.

The first search engine result informs me that there are five steps to successful change: 1) acknowledge the need for change, 2) communicate the need and involve people in developing the change, 3) develop change plans, 4) implement change plans, 5) evaluate progress, and 6) celebrate success.

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Why change is all about technology, not people

Ironically, the field of change management has been resistant to change. And it won’t change until we stop believing that change is about people. It isn’t. Organizational change is primarily about technology, not people. There. I said it. If you’re a change management professional, I imagine you’re clutching your pearls right about now.

But bear with me. Before you write me off as a provocateur who doesn’t understand a thing about change management—or human beings for that matter—let me boil down my 20 years of philosophical research into one simple realization about technology:

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Warning for leaders: 5 situations where it’s better not to ask

It's good to be good at asking questions. Also as a leader. But good management is also very much about when NOT to ask questions. The following are examples of five situations where you should carefully consider your questions.

Many leaders use questions to disguise their own power. Using questions in situations where the intention is to provide feedback will either play out as manipulation or turn into a responsibility game. If, as a leader, you try to convince yourself that you are "just asking” a question, when both you and the employee know very well that there is a “right answer", then you have actually abdicated your managerial responsibility.

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