Work Change

We guide organizations through change management with a focus on participation and learning.

''No meaningful improvement is possible when focusing on campaign activities and status quo improvements, and fundamental changes, including the organizational structure and way of working, are needed in line with new strategic directions.''
McKinsey Korea's Second Diagnostic Report on Corporate Culture and Organizational Health, 2018

It is important to change the way we work and culture and the root cause rather than the improvement of 'temporary measures'!

  • Course Objectives:
  • Empathy and understanding among members by finding causes that make it difficult to focus on work
  • Discovering Intrinsic and Extrinsic Motives of Individuals
  • Explore the possibilities of change and come up with ways to motivate you
  • Course Objectives:

Session designed for understanding yourself and your team

Focus on real and practical issues with a level of awareness of the problem

Lead participation of members to act as subjects of change

Small-scale workshops with teams

  • Course Objectives:
  • Develop mutual understanding by empathizing with the difficulties of work engagement
  • Human problems are problems of the system, and problems of the system are problems of the human
  • "Creating a culture that focuses on 'solving together' rather than 'blaming'"

Developing new products and services that are unique and useful by applying the customer-oriented perspective, problem redefining, and quick failures and improvements of the design thinking methodology

  • Target audience: Team unit
  • Duration: 3 ~ 4 Hours
  • Process:
  • Curriculum

Modules

Key content

How is it done?

Go in

Intro

  • “My work engagement score”. “Team(real) engagement score”

Lecture & Team Activities

Surfacing

We have something to say, too.

  • Drawing the most difficult and painful moment: Rich Picture
  • Bringing Up Work Difficulties: Speech Balloons
  • Personal (Relationships, Capabilities, Motives, Vision)/
    Organizational Dimensions (Methods/Systems, Structures)

Team activities

Finding

My total motivation score

  • Total Synchronization Score Diagnostics: Finding Commonalities/Differences – My values that are important in my work life
  • Value card connection with difficulties

Diagnosis & Lecture & Team activities

Exploring

Team-Organization Finds Value for Work Together

  • A big picture that we draw together

Team activities

Ideation

Increase your work engagement

  • Individual: What Team-Organization Can Do
  • Plan Action or User’s Guide
  • Seek cooperation to increase work engagement

Lecture & Team Activities

Learn and share trends and needs of change in work and agree on ways that work for us

  • Target audience: Team unit
  • Duration: 8 ~ 16 Hours
  • Process:
  • Curriculum

Modules

Key content

How is it done?

Recognition of necessity

The need for a change in the way one works I/Team/Organization's VOICE

  • Sympathy Thermometer for VOICE

Lecture & Team activities ​

Objectifying the Current Situation

The way we work now

  • Like this. YES or NO
  • Who are the members who practice YES? The way we want to be
  • Hashtag Discussion
    GAPTALK

Individual & Team activities

Improvement Idea generation (1)

To do it?

  • What should I change? What I want you to think about together!
  • Find the cause of the problem
  • Urgency and Importance MATRIX

Team activities

Improvement Idea generation (2)

WORK PROMISE

  • What you can do. Come up with an idea
  • Find ACTION ITEM
  • Make it into our promise

Team activities

Increase one's ability to practice

Making action plans

  • Set Action Driver

Team activities

Clarify core tasks by identifying priorities of tasks as the work hours system is strengthened

  • Target audience: Team unit, division unit
  • Duration: 3 ~ 4Hours
  • Process:
  • Curriculum

Modules

Key content

How is it done?

Opening

With one's heart open

  • Before & After 52 hours a week/ Sharing awareness of profit and loss issues 
  • What kind of work does this era require?

Lecture & Team activities

Taking out a task

Together, PROCESS MAP

  • Bringing up all tasks
  • Drawing Work Processes Together
  • List tasks above the process

Team activities

Reclassification of business finances

SPINA Framework Discussion

  • CORE WORK/ FAKE WORK/ OVERLAPPING WORK/GRAY WORK

Lecture & Team activities

Scouring it out

Bone a Fish

  • Eliminate – is it really okay to remove it?
  • Reduce – How?
  • Clarify – how? Who?

Team activities

A matter of concern

Concern and Overcome Measures

  • A still-unanswered concern
  • What can I do to resolve it?

Create execution power

  • The leader’s words
  • A detailed action plan

Lecture & Team activities ​

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