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Culture   Leadership

A philosopher's guide to messy transformations - article by Pia Lauritzen

Co-founder and Chief Scientific Officer at Qvest, Pia Lauritzen, PhD’s new article A philosopher's guide to messy transformations is out now in Strategy+Business.

In her work with multinational companies undergoing large scale change, Pia noticed that Transformations often fail because leaders don’t acknowledge the importance of inviting people with different ways of thinking and talking about transformation to join a common conversation. 

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Aristotle bust
Hands raised in the air

Culture   Leadership

How to make big, old companies act fast - article by Pia Lauritzen

Co-founder and Chief Scientific Officer at Qvest, Pia Lauritzen, PhD’s new article “How to make big, old companies act fast” is out now in Strategy+Business.

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Culture   Leadership

From strategy to action - what you need to know

Strategy execution in large companies often fails due to unclear or lack of communication. But if communication was the problem in the industry-leading companies, it would be solved by now. 

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Change   Leadership

It's okay not to have the answers

If you’re a leader, now is not the time for answers. Instead, make room for questions.

These days, everything is changing—and fast. In your case, the expectations people have of you as a leader are changing day to day. In fact, you have probably never had to change the way you think and act as quickly as you need to right now.

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Business man in doubt

Cases   Leadership

Keep up strategic momentum without meeting in-person

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.

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Change   Leadership

Top management is very busy wasting time

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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