The failure of change project

CX-Ray, Change project, Change management

It might come as a cliché, but to survive, a company must change constantly. The economy presses organizations to evolve, as hard as nature pressures animals. New rivals arrive to the market, consumers emerge and vanish, new product demands claim attention, jams and conflicts need solutions, processes are to be optimized and recessions to react […]

Leader or Expert?

CX-Ray, Leadership Supply, Leader, Expert

Proven managers can be promoted. They sometimes change companies. Seniors retire; new teams and divisions open. Catastrophes, constant growth, and even normal work can open new managerial positions that must be filled as soon as possible. Finding a mid-level manager is one of the most expensive recruitment projects. A candidate with business experience, people skills, […]

Birth of Social Network Analysis

SNA, Social network analysis, team connection change management

We all know that social network analysis is the systematic research of connections, which is based on early works of sociology, modern graph theory, and social psychology. But honestly how was today’s Social Network Analysis (SNA) born ? Some of the late 19th centuries thinkers, like Émile Durkheim, started wondering about the nature of societies. […]

6 Questions to Easily Get A Company Analysis

CX-Ray, Company analysis, SNA, Social network analysis

One of the most frequently asked questions relates to the number of questions we ask. Client: ‘Is it possible to provide such lengthy and detailed feedback based on so few items?’ Some clients are impressed, some react skeptically, and others are even anxious about the topic. Client again: ‘So, is it possible to give back […]

How to Drive Change Successfully

CX-Ray, Change management

The shocking fact about change management initiatives is that 70% of them fail. Furthermore, 60% of these projects do not fully meet their objectives. Be it installing new technology, downsizing, restructuring the organization, or trying to shape the organizational culture, the statistics are the same. IBM has surveyed 1,400 individuals who were responsible for designing, […]

The Overlooked Key to Performance: Motivation

CX-Ray, Overlooked key to performance: Motivation

Improving performance and continuous growth are among the main goals of every team and company. Dozens of theories and tools claim to help you achieving them in some ways. While searching for the best person/job fit and competency measurements, however, HR and management often forgets one of the most important keys to performance: motivation. The […]

How To Build The Ultimate Team

CX-Ray, Ultimate team building

Larger teams tend to fall into different subgroups, that are barely organized to work together, so constantly falling out of synch. Sales guys sometimes miss changes in priority, products and opportunities or back-end development works on a new feature that has not been even scheduled for the front-end group yet. Companies are usually visualized by […]

How to Waste Talent, Time and Work

CX-Ray, How to waste time, talent and money

Is the information flow killing the cooperation among your team members? Here’s the highest time to realize the importance of most often overlooked communication. Symptoms of insufficient and missing team communication can be easily mistaken as personal faults. Even if the team member leaves the company, similar problems would reappear demoralizing the team further on. […]

Key to successful organizational learning

CX-Ray, Key to successful organizational learning

Joe is the right hand of his team leader. He is what you might call a coder ninja. He has a decade and a half of experience behind his back in several programming languages. He sees through whole processes with ease, overcomes hard parts before breakfast, and singlehandedly defeats an army of bugs. One day Joe decides to leave the company. The day after he left, things start to fall apart.

Harnessing the Power of S.M.A.R.T. in Team-Buildings: A Primer

CX-Ray, team building

Joanne has a team of 12 employees reporting to her; she hired most of them in the last six months. One day, she realizes that recruiting and training them wasn’t enough. The team operates far too slowly and lacks any sense of flexibility—they don’t have any fun, she thinks. And then it dawns on her: There’s very little conversation or camaraderie; everyone is immersed in his or her own world, rather than engaging with each other. The team’s not in sync.

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