People are happy,
when they are more effective in solving problems,
than in creating new ones.
Happiness is a value that connects all people. People immediately recognize the benefits for themselves and those they care about. Recent research shows that everyone benefits when happy people work in great organizations. Employees do their jobs with passion and empathy, customers enjoy high quality service, managers see staff are more motivated and creative, and shareholders gain from increased operational effectiveness and innovation.
The business case for happiness?
Happiness is the single most important key performance indicator for your organization. Decades of compelling evidence shows that improving happiness in the workplace delivers significant increases in profit, productivity and innovation, and substantial savings in costs. Happier workers are healthier, more effective in teams, and provide better customer service. Happier businesses attract top talent, and are more able to retain their best workers.
Better staff retention
New way of work for future organizations?
The HappinessGroup grew out of the experience of working for global consultancies in leadership roles of high-performance creative teams building innovative digital products and services. We distilled and integrated the latest research from cognitive neuroscience on creative problem solving to provide classical organizations and creative agencies with the capabilities of superior performance.
The rules of engagement are changing. Major forces are reshaping what employees want and need from their employers to perform at their best. This is called the “employee experience”. We support companies to transform their business environment to be prepared when change hits your industry or to quickly adapt to disruptions.
We work as external consultants for leadership teams, or embedded in your HR, Learning, R&D or Marketing teams.
Dimensions of a problem
Corporate Culture as biggest obstacle to digital transformation
Recent research published by McKinsey suggests that many organizations view their culture as the biggest barrier to their effectiveness in the digital age. The report goes on to identify three key cultural hurdles: silos forming between departments and functions, general fear of risk taking, and trouble clarifying who exactly the customer is.
Consider the following outcomes that can indicate you may need a cultural transformation.
- Chronic Underperformance
- Lack of alignment on strategy, status, goals and approach
- High Turnover
- Lack of commitment or engagement
- Divergent perspectives on your culture
- Inability to adapt to a changing environment
- Low resilience to stress, high sick leave rates
- Inability to resonate with others
- Much communication on problem blaming, few communication on problem solving
We help you to understand your company’s culture, so your employees can become more conscious of their values and avoid misunderstandings and false assumptions in decision making and problem solving.
We help you to identify the value gaps and contradictions between who your organization thinks it is, and how employees experience it.
Obstacles to digital transformation
Self-learning & -organizing teams
Every organizational change starts with the change of the individual. We show you how to identify and remove obstacles of learning and growth to develop high performance teams.
Culture for creativity & innovation
Cultural values determine how we make decisions and solve problems. We identify your organizations cultural value imbalances to help you develop strategies for balanced information flow.
Happy & engaged workforce
Employees are happy when they experience purpose. We help you to create engaging learning experiences at work. We provide you with frameworks, methods and tools for the integration of a fragmented workforce. We develop functional and meaningful systems, ready for the future.
How to reach engagement and fulfillment:
Our research indicates, that “sustainable happiness” is not something that can be created directly, but we can create the conditions so happiness will be the natural result. There are external and internal factors directly and indirectly affecting sustainable happiness.
Happiness is easily effected by VUCA (see video right). Our model takes VUCA symptoms seriously, and we are committed to challenge the toxic symptoms in your organization.
Adaptability & Resilience
We live in a world of constant change (see illustration right). The world around us changes and we ourselves also change every day a little bit. We learn, grow and transform. The big problem is therefore the different speeds of change that happen outside of us, and the speed of change inside of us. The better we are able to adapt, the happier we are. However, change is not always helpful. Employees therefore need to learn the difference between helpful and useless information. Resilience to stress work comes from knowing when to increase efforts and when to rest. High sick rates in companies stem from a lack of awareness of ones own body and the relationship between physical fitness and mental fitness. If employees are not able to distinguish the two situations, burn out and bore out are inevitable.
Alignment & Resonance
We depend on our co-workers crowd intelligence to stay informed of sudden changes in the environment that we might not be aware of. To make we don’t misunderstand or misinterpret information, we need to learn to align with others and to resonate with them. Only if the swarm is in alignment about the general direction and in blind resonance about the speed, it is able to quickly change directions.
Konrad Zuse Platz 1