Why Organisations need HAPPY@WORK

Often senior managers introduce changes but the organisation does not respond to their direction in the way that they expected and they do not know why. HAPPY@WORK® offers a way of understanding and sorting out the mystery.
Any change impinges on an organisation in a variety of often, unpredictable ways. Managers must act quickly to take advantage of, or protect against, these changes.
Every organisation is unique. It is impossible to manage change effectively and to increase productivity and continually improve processes without understanding staff frustrations and mobilising their willing co-operation.
Organisations must prepare in advance to be able to adapt to both internal and external change and this should involve all staff. Top-down driven change after the event may be too slow to meet the needs of the organisation. Usually by the time the organisation wakes up and moves into action, multiple other changes have arrived, all demanding change processes that may make the planned change obsolete even before implementation has begun. Disruptive change programmes should be avoided, being counter-productive.
A resilient company 'will be able to make sense of its environment, generate strategic options, and realign its resources faster than its rivals'. Such a company will enjoy a decisive advantage.
As chief executive, your leadership efforts, that were considered inspiring by other managers because of your personal enthusiasm and commitment, failed to inspire your staff. Inspiring staff is extremely difficult if they are unenthusiastic or even angry about other aspects of their employment.