scholarly journals Leadership reflections a year on from the rapid roll-out of virtual clinics due to COVID-19: a commentary

BMJ Leader ◽  
2021 ◽  
pp. leader-2020-000363
Author(s):  
Anthony W Gilbert ◽  
Lucy Davies ◽  
John Doyle ◽  
Saroj Patel ◽  
Luke Martin ◽  
...  
Keyword(s):  
Success Factors ◽  
Communication Effectiveness ◽  
Skills Gap ◽  
Implementation Team ◽  
New Ways Of Working ◽  
Willingness To Change ◽  
Change Projects ◽  
Successful Change ◽  
Leadership Lessons ◽  
Roll Out

COVID-19 changed the way we delivered care to our patients at our Hospital. Prior to the pandemic, no patient facing video clinics and only a small number of telephone clinics were held. In this paper, we share our experience of rapidly implementing virtual clinics (VCs) due to COVID-19. This commentary is based on focused discussions between hospital leaders and provides a reflective account and commentary on leadership lessons learnt from our experience of deploying VCs. We outline success factors (being able to capitalise on existing strategy, having time and space to establish VCs, using an agreed improvement framework, empowering a diverse and expert implementation team with a flat hierarchy, using efficient decision pathways, communication and staff willingness to change), technical challenges (patient capability and skills to use technology, patient connectivity and platform capacity) and considerations for the future (sustaining new ways of working, platform selection, integration, business continuity and commissioning considerations, barriers regarding capability and communication, effectiveness and clinical outcomes). Finally, we provide an overview of the leadership lessons from this project and identify key areas of focus for delivering successful change projects in future (the vision, allocation of resources, methodology selection and managing the skills gap).

scholarly journals Project managers’ and change managers’ contribution to success

2016 ◽  
Vol 9 (2) ◽  
pp. 451-465 ◽  
Author(s):  
Julien Pollack ◽  
Chivonne Algeo
Keyword(s):  
Critical Success Factors ◽  
Online Survey ◽  
Success Factors ◽  
Organisational Change ◽  
Project Managers ◽  
Content Type ◽  
Critical Success ◽  
Project Risks ◽  
Change Projects ◽  
Specific Project

Purpose – Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together. Design/methodology/approach – This paper analyses data collected through an online survey, examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses. Findings – This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks. Originality/value – These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated with specific critical success factors.

Select Learning Organizations?

2012 ◽  
Vol 3 (2) ◽  
pp. 1-9 ◽  
Author(s):  
Linda Ellington
Keyword(s):  
Success Factors ◽  
Learning Organizations ◽  
Leadership Skills ◽  
Educational Background ◽  
Cultural Shift ◽  
Critical Success ◽  
Strategic Direction ◽  
Traditional Organization ◽  
New Vision ◽  
Successful Change

Transformation is how adults make meaning from and interpret experiences. Transformation know-how is an important attribute to demonstrate while leading. This paper examines the transformational ability of leaders. It is generally perceived that since leaders have similar leadership skills, the perception of how they transform their organizations into learning organizations would be uniform. Expectations directly influence meaning and how the perspective changes to accommodate the new experience. This could be attributed to factors like a leader’s educational background, experience in a complex organization, or exposure to successful change efforts. This study attributes specific leadership experiences and perceptions toward the ability to transform an organization. Critical success factors are sound awareness of transformation, the courage to engage in a disoriented dilemma, to accept the knowledge that a perspective requires new understandings of those who lead at all levels within the organization, and the ability to articulate the strategic direction and gain the motivation and engagement from all stakeholders. Four leadership skills are found in the literature that acknowledges transformational leaders have similar skills and perceptions on transforming a traditional organization into a learning organization: a) sense of urgency, b) envision a new vision, c) catalyst for a cultural shift, and d) strategic thinking.

Managing working behaviour towards new ways of working: a case study

2016 ◽  
Vol 18 (4) ◽  
pp. 270-286 ◽  
Author(s):  
Olga Guillette van Diermen ◽  
Schelte Beltman
Keyword(s):  
Field Study ◽  
Interior Design ◽  
Success Factors ◽  
Research Literature ◽  
Internal Communication ◽  
Working Environment ◽  
Literature Study ◽  
Workplace Change ◽  
Content Type ◽  
New Ways Of Working

Purpose This paper aims to address the management of people and their working behaviour successfully during workplace change – from a traditional way of working towards new ways of working. The study was based on the observation that during workplace change, organisations often fail to see the importance of managing (working) behaviour during the process of workplace change. The focus is mostly on the design of the new working environment and the information technology in it. However, these do not seem to be the determining aspects of the success of workplace change, merely necessary boundary conditions. This paper will elucidate how internal communication can make the greatest impact on shifting people’s working behaviour and attitudes and thus manage it effectively. Design/methodology/approach A literature study has been conducted to investigate the relation between the topics of new ways of working, workplace change and internal communication. This study surfaced the importance of the aspect of (working) behaviour within workplace change. Subsequently, a field study was performed, during which several interviews were held with the project team of the R&D department of a chemical multinational, who is on the brink of implementing a new workplace concept. Also, focus group interviews were held with their employees to research personal views on expected working behaviour. Findings The outcomes of the research, literature review and field study clarify the critical success factors for internal communication to manage the workplace change, so it lives up to the expectations. These are: face-to-face communication, assigning the manager the role of workplace change leader and use internal communication to inform employees and inspire them. Originality/value In this paper, the behavioural aspect has been identified as a key determinant of perceived success of a new workplace concept. Managing workplace change successfully should therefore merely focus on managing the working behaviour of the people involved, instead of managing the building and interior design or the technology in it. Internal communication was identified as a pivotal tool to reach this success.

scholarly journals Self concept, self efficacy, and interpersonal communication effectiveness of student

2019 ◽  
Vol 4 (1) ◽  
pp. 65
Author(s):  
Safitri Yulikhah ◽  
Baidi Bukhori ◽  
Ali Murtadho
Keyword(s):  
Interpersonal Communication ◽  
Self Efficacy ◽  
Success Factors ◽  
Sampling Technique ◽  
Self Concept ◽  
Communication Effectiveness ◽  
Regression Techniques ◽  
Psychological Scales ◽  
Cluster Random Sampling ◽  
Communication Scale

Successful interpersonal communication is one of the determinants of success factors of preaching, counseling, and learning. However, the data showed that not all students can deliver effective interpersonal communication. It can be developed if students have self-concept and self-efficacy. This study aims to examine the effects of self-concept and self-efficacy on students' interpersonal communication. The subjects of this study were 342 students of the Walisongo State Islamic University of Semarang, who were selected using the cluster random sampling technique. Data were collected using three psychological scales, namely self-concept scale, self-efficacy, and effective interpersonal communication scale. Simple regression techniques and multiple regressions were used for analyzing the data. The results of the study showed that self-concept partially influenced the effectiveness of the students' interpersonal communication, contributing by 12.7%. In line with the finding, self-efficacy also has a contribution to it by 12%. Also, self-concept and self-efficacy simultaneously had contributions to the effectiveness of the students' interpersonal communication as much as 12.2%.

scholarly journals Scaling up Smart City Logistics Projects: The Case of the Smooth Project

Smart Cities ◽  
2021 ◽  
Vol 4 (4) ◽  
pp. 1337-1365
Author(s):  
Eleonora Sista ◽  
Pietro De De Giovanni
Keyword(s):  
Smart City ◽  
Success Factors ◽  
Scale Up ◽  
Pilot Project ◽  
Scaling Up ◽  
City Logistics ◽  
Structured Interviews ◽  
The City ◽  
Roll Out

A large number of smart city logistics projects fail to scale up, remaining a local experimental exercise. This lack of scalability is, in fact, commonly recognized as a major problem. This study aims to determine the key success factors related to the scalability of smart city logistics projects. The process of scaling up, which is articulated as expansion, roll-out, and replication, is defined as the ability of a system to improve its scale by aiming to meet the increasing volume demand. Specifically, this study investigates the scalability intended to be used as expansion and roll-out. A qualitative case study was conducted to fulfill the research purpose. The chosen case study is SMOOTh, a pilot project currently underway in the city of Gothenburg, Sweden, involving a diverse group of companies including Volvo Group and DHL. Semi-structured interviews were conducted with seven of the project’s stakeholders. Through a thematic analysis, four categories and the respective success factors were identified. These were represented by a business model, as well as technical, stakeholder and regulatory factors. The paper concludes with observations and recommendations aimed at the pilot initiatives, adding new perspectives to the upscaling debate.

scholarly journals From a new workplace to a new way of working: legitimizing organizational change

2019 ◽  
Vol 15 (3) ◽  
pp. 257-278 ◽  
Author(s):  
Grégory Jemine ◽  
Christophe Dubois ◽  
François Pichault
Keyword(s):  
Organizational Transformation ◽  
Insurance Company ◽  
Structured Interviews ◽  
Content Type ◽  
Distinctive Features ◽  
New Ways Of Working ◽  
Integrative Framework ◽  
Theoretical Approaches ◽  
Sociology Of Translation ◽  
Change Projects

Purpose Several studies have recently documented projects of organizational transformation and modernization which, commonly clustered under the umbrella term “New Ways of Working” (NWoW), simultaneously entail material, technological, cultural and managerial dimensions. Academic contributions, however, have paid little attention to the mechanisms allowing such projects to progressively become legitimized in organizational discourses and practices. The purpose of this paper is to investigate the distinctive features of the legitimation process underlying the implementation of NWoW projects. Design/methodology/approach This paper relies on a longitudinal, three-year analysis of a large insurance company. Data were collected through qualitative methods including semi-structured interviews (48), periods of observation (3 months) and document analysis (78). Findings The paper develops a grounded and integrative framework of legitimation processes underlying “NWoW” change projects. The framework emphasizes four decisive operations of translation in “NWoW” design and implementation: translating material constraints into strategic opportunities; translating strategic opportunities into a quantitative business plan supported by the top management; translating compelling discourses around “NWoW” into an organizational machinery; and translating a transformation project into discourses of unequivocal success, conveyed by legitimate spokespeople within and beyond the organization. Originality/value Besides contributing to the understanding of a managerial fashion, which has received little academic attention so far, the paper also offers an original integrative framework to account for legitimation processes that combines two theoretical approaches – the sociology of translation and research on institutionalist work.

Factors Contributing to Organizational Change Success or Failure

2021 ◽  
pp. 1427-1450
Author(s):  
Jenni Jones ◽  
Janet Firth ◽  
Claire Hannibal ◽  
Michael Ogunseyin
Keyword(s):  
Organizational Change ◽  
Leadership Development ◽  
Human Resource Development ◽  
Leadership Style ◽  
Success Factors ◽  
Participative Leadership ◽  
Change Initiatives ◽  
Critical Success ◽  
Hrd Professionals ◽  
Successful Change

Change, and changing, exercise the minds of most managers most of the time. In consequence, leadership development and change management tend to be top priorities for many human resource development (HRD) professionals today. Despite this, much academic and practitioner literature suggests that 70% of all change programs fail. Through analyzing 200 organizational change case studies, this chapter examines this high failure rate, investigates leadership styles and their relationship to change, and explores the key factors that either enable or hinder successful change. The key findings of this examination were that the majority of the 200 studied change initiatives were considered successful and that using Kotter's change model, which has been long established, does not necessarily mean success; nor does the use of a democratic/participative leadership style. The most significant hindering factors and the key critical success factors are also acknowledged.

Virtual Team Leadership, Operation, and Technology Deployment

2022 ◽  
pp. 165-181
Author(s):  
Anatoli Quade
Keyword(s):  
Virtual Teams ◽  
Success Factors ◽  
New Technologies ◽  
Team Building ◽  
Team Leadership ◽  
Virtual Team ◽  
Team Members ◽  
New Ways Of Working ◽  
Critical Success ◽  
Virtual Team Leadership

The COVID-19 situation has shown many leaders that their face-to-face meetings leadership style may well now be a thing of the past. Tech-savvy companies are now deploying new technologies to support the creation and leadership of virtual teams, working remotely in different locations around the globe. This presents a range of new challenges for both project leaders and team members, who must now adopt new ways of working. Using an inductive approach based on an analysis of relevant literature, online surveys, and in-depth interviews with project leaders and other practitioners, this chapter examines the transitioning to virtual team leadership and operation, identifies critical success factors, and discusses the facilitating role of new technologies. An operational model (V-CORPS) to guide the building and operation of virtual teams is developed and explained with the aim of increasing the flexibility and efficiency of virtual project teams and establishing a checklist of action points for team building and leading.

Case Study: Participatory Ergonomics in Road Construction and an Occupational Perspective of Health

2016 ◽  
Vol 60 (1) ◽  
pp. 999-1003
Author(s):  
Sara Pazell ◽  
Robin Burgess-Limerick ◽  
Tim Horberry
Keyword(s):  
Success Factors ◽  
Road Construction ◽  
Human Centered Design ◽  
Work Activity ◽  
Participatory Ergonomics ◽  
Manual Task ◽  
Critical Success ◽  
Project Outcomes ◽  
Roll Out

Road construction comprises high-risk work activity including risks for collision, musculoskeletal disorder, and slips, trips and falls. A participatory ergonomics project was hosted after compelling field observations were made. A manual task involving roll-out of multi-laminate tape was redesigned with the fabrication of a customized trolley. A human-centered design process was engaged (The Design for Operability and Maintainability Technique) and the project outcomes were reviewed according to an Occupational Perspective of Health, a spectrum of safety through to productivity (or “doing – being – becoming – belonging”). Critical success factors of the project are described, also, to inform activity that may sustain a participatory ergonomics and human-centered design practice.

Pandemic leadership: lessons learnt from a small state of Brunei Darussalam

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khairul Hidayatullah Basir ◽  
Ummi Fa’izah Abdul Rahman
Keyword(s):  
Success Factors ◽  
Leadership Capacity ◽  
Crisis Leadership ◽  
Leadership Model ◽  
Content Type ◽  
Muslim Countries ◽  
Brunei Darussalam ◽  
Novel Coronavirus ◽  
Second Wave ◽  
Leadership Lessons

PurposeThis paper analyses the leadership approach and practices of the Brunei Government, in response hitherto to the coronavirus disease 2019 (COVID-19) pandemic.Design/methodology/approachA review of the available resources and existing literature on COVID-19 and crisis management in Brunei is conducted, consequently drawing lessons on effective measures of Brunei experience in combating the COVID-19 pandemic.FindingsThe main key lessons of Brunei's success factors in tackling the COVID-19 outbreak are the “Whole of Government Approach” and “Whole of Nation Approach”. It is to be noted that the approach would not be successful without the approval and full support of the monarch himself and, more importantly, the public's cooperation. Engaging in constant updates with the government's willingness to have themselves be led by recognised experts has gained public trust, which leads to the success of containing COVID-19, which resulted Brunei not needing to opt for a lockdown, which in turn did not lead Brunei to succumb to the second wave of COVID-19.Research limitations/implicationsBrunei experiences in containing novel coronavirus will help international scholars, especially in Muslim countries, to understand the lessons and develop a robust pandemic leadership model.Practical implicationsThe lessons and strategies used by Brunei can be used as an exemplary approach to prepare for any future uncertainties by other countries.Originality/valueThe literature on pandemic leadership during COVID-19 in Brunei is scarce. This study might be considered as the first attempt to exhibit strong crisis leadership capacity in Brunei which resulted in the success of containing COVID-19.

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