Five Reasons Why Organizational Change Is Stalled | Key Points for Management to Reconsider
Why do organizations not change? Five points that management should reconsider.
Many companies that engage in organizational reform, talent development, and the introduction of DX and AI often find that "the organization does not change easily." The reasons for this may lie not only in the employees' mindset but also in the management's way of thinking and the structure of the organization. We will consider organizational transformation from five perspectives: sharing a sense of crisis, clarifying the purpose of reform, linking talent development with management issues, fostering a culture of independent thinking, and engaging in dialogue with external parties. The "Future Research Group on People and Organizations" aims to articulate its management challenges through dialogue with experienced managers and executives from different industries, leading to concrete reform proposals.
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【Target】Executives / Successors / Officers / Department Heads / Next-Generation Leaders 【Format】4 sessions, dialogue-based study group 【Time】Each session 15:00 - 17:30 【East Japan】Tokyo Transportation Hall (Yurakucho) 【West Japan】AP Osaka Station 【Capacity】Limited to 10 companies and 20 participants (2 participants recommended per company) Session 1: "Revisiting the Fundamentals of Management" Session 2: "Learning from Practical Examples" Session 3: "Drawing the Future Direction" Session 4: "Connecting to Company Reform" Four Values: "Criteria for Judgment," "External Sounding Board," "Company Management Issues," "Company Reform Concepts" Pricing Information 200,000 yen per company / 120,000 yen per participant (for all 4 sessions) Price Range: 100,000 yen Delivery Date: Negotiable
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Future Research Group on People and Organizations
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For companies considering organizational change, organizational reform, human resource development, and next-generation management talent development. It is recommended for challenges such as "Even if we promote organizational reform, the field does not move," "Even with the introduction of DX and AI, it does not lead to organizational change," "We want to transform into an organization where employees think and act on their own," "There is no shared sense of crisis between management and the field," and "We want to organize our true management issues." Through dialogue with experienced managers and executives from different industries, we will objectively reassess our company and connect the verbalization of management issues to reform proposals.
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