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“Organisational culture is essential to the success of any business. In the early childhood education sector, it is particularly important, as parents know that their children will benefit from a positive culture.

Often, we think of culture and leadership from an internal, human resources perspective, but given the way it influences service provision, customers often take organisational culture into account when selecting a business. Culture affects employees – both positively and negatively, and when deciding what centre to choose for their family, the most important factor influencing parents is the quality of educators, which means focusing on organisational culture in childcare is the basis of being customer-centric.”

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Over the past 10 years, technology has advanced in leaps and bounds, revolutionising whole industries. Now, technological and mechanical innovations promise big things for Agricultural Industry in particular. In the current edition of Australian Sugarcane, Kerryn Fewster (Change2020 Director), shares insights on how to embrace uncertainty and the key messages to deal with change due to digitisation and the future of work within the Agricultural Industry.

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Today, disruption and change are constants.

Whether it’s a shift in organisational structure, the creation and adoption of new technology, an increased pace of work or developing a new strategy after a project set-back, change in the workplace takes on many forms.

Given the frequency and diversity of business change, it’s easy to see why resilience and adaptability are required by organisations across all industries in Australia.

Kerryn Fewster is the founder and director of Change2020, a collective of change consultants who help organisations develop sustainable strategy and clarity of vision in times of change. In a recent presentation addressing why resilience is critical for today’s leaders, she noted the vital role they play in building and fostering resilience in their teams.

“Leaders today must not only build new and different capabilities, but actively manage their capacity for exercising leadership. Developing resilience to handle complexity is not a luxury, but a strategic advantage for both individuals and organisations,” she says.

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Change2020 is proud to have partnered with Queensland University of Technology (QUT) Business School to conduct research on Tolerance of Ambiguity (TOA) in the workplace. We are pleased to announce that the findings from the research project undertaken, has been accepted at the ‘Creating Uncertainty’ Conference. Peter O’Connor will travel to Switzerland to present the findings from our ambiguity in the workplace research in July 2018.

For more information about the conference click here.

From technological advancements to regulation review and climate change, water utilities have no shortage of looming uncertainties. It means embracing change through innovation and creativity will be key to staying relevant in future.

Presenting at the upcoming Australian Water Association QWater Conference, Change2020 Director Kerryn Fewster said embracing uncertainty will be crucial to thriving as a water business ahead of disruption.
From technological advancements to regulation review and climate change, water utilities have no shortage of looming uncertainties. It means embracing change through innovation and creativity will be key to staying relevant in future.

QUT – To remain relevant, embrace ambiguity

Change is occurring at a pace unprecedented in history.

For example, the Roman Empire essentially used the same military strategy to create its empire over 700 years with little modification, a successful model that had longevity. By contrast, military technology today is changing at lightning speed. It’s not that long ago that ‘drone warfare’ entered our vocabulary and enabled a ‘pilot’ to sit in an office in Arizona and fly missions anywhere in the world. The next step will be ‘drone warships,’ removing the need to have crewed ships.

Change is no longer a matter of choice. If you fail to change you will be left behind.

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The world is evolving rapidly and change management needs to be at the top of corporate agendas to ensure long term survival.

The commercial environment and the nature of work undergoes tremendous upheaval – driven by technological change and disruption not seen since the Industrial Revolution.

In a world of volatility and uncertainty, embracing ambiguity is the name of the game. Business executives who fail to proactively lead change management are jeopardising not just their organisation’s long term prosperity, but its very survival.

According to Boston Consulting group, 75% of current Fortune 500 companies will no longer be on the list by 2020 simply because of an inability to change with the times.

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Change is occurring at a pace unprecedented in history. By example, the Roman Empire used the same military strategy to create its Empire over 700 years with little modification – a successful model that had longevity. By contrast military technology today is changing at lightning speed. It is not that long ago that ‘drone warfare’ entered our vocabulary, the ability of a ‘pilot’ to sit in an office in Arizona and fly missions anywhere in the world. The next step will be ‘drone warships’, obviating the need to have crewed ships.

Amazon is currently developing the capacity to deliver parcels by drone. The recipient will spread out a receiving mat in the backyard and the drone will land and leave the parcel. Is the courier industry contemplating this development with their fleets of vans? It is easy for an industry to miss the wave. Who goes to a video shop any more? Movies are delivered to you, streamed over the internet.