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Bert Van Wassenhove: lessen van startups

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Startup sfeer en harde cijfers

Ik sprak met Bart Van der Roost over de weg die Neoscores heeft afgelegd. Je wilt dit interview zeker zien als je geboeid bent door;

  • hoe je van een eigen frustratie tot een marktklaar idee kan geraken
  • welke rol mensen en communicatie daarin spelen
  • of een bedrijf dat groeit toch flexibel en innovatief kan blijven
  • hoe een startup leert customer-focussed te zijn
  • wat pivoteren echt betekent en hoe je er toe komt

Wil je nog een aantal dingen nakijken die vermeld worden? Dan vind je hier Neoscores (www.neoscores.com), Bryo (www.bryo.be), Vlerick (www.vlerick.com) en Brussels Philharmonic.

Heb je feedback of vragen over dit interview, dan komen wij dat heel graag te weten in een mailtje!

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HR and digital transformation

moderntimes

HR departments will have a lot of work in 2016, reinventing themselves. Any organisation that takes digital transformation seriously is bound to transform its HR processes. HR departments have a major part to play in digital transformation.

The processes put in place by HR departments were meant to deal with increasingly layered organisations in which measurable tasks were performed by a growing group of workers. Goal setting and performance management are key terms in an HR driven environment. They belong to a culture of supervision, control and efficiency seeking improvements.

Digital culture is based on trust

Digital organisations live in a culture of trust, respect, collaboration and open and direct communication. One where people are allowed to take some distance, evaluate the current way of things, question established beliefs. Innovation happens when your employees get off the beaten path. When they bend the rules, experiment and find out what happens. When they collaborate over established department boundaries. When they let go of pre established responsibilities and focus on customer problems instead of organisational structures. That results in a series of unpredictable successes and failures. But they learn from their mistakes and move on to new experiments. Not quite something you can squeeze into a cycle of yearly personal and team goals and evaluations.

HR to do list

If I were an HR manager, this is what I would plan to do;

  • Look how many of our processes pass on/impose the established way of working as opposed to motivating the quest for new ways of doing things.
  • Is my department focussed on strict profiles and the boundaries that come with them?
  • List the processes that are meant to control people, based on a culture of supervision.
  • Find out how well our managers know their team members.
  • Find out if managers trust their team members and to what extent team members trust their management.

That would give you a fairly good idea of what you’re up against.

Driving force

HR departments could become a driving force in digital transformation, if they are willing to question their very foundation and transform into the coach of a flexible and open organisation.
If you want to know more about digital transformation, let’s share a cup of tea and talk about it.