This presentation will take the opportunity to appraise both organisational development and behavioural aspects of the work place to meet the demands of the modern business environment.
We need to change our organisations mindset so that the "how" we achieved results can be used to create a powerful internal drivers of change adoption. We also need to provide the "self discovery" required to affect change versus top down mandates.
It will provide insights into how the invisible cultural influencers, when made visible, can help you with your transformation to greater customer value delivery.
What does this mean for cultural evolution and how is it achieved? And yes, Agile plays a key role in that.
Michael Short coaches Executives and Executive teams in strategy, organisation and leadership development and developed the Radtac Culture business in 2012, he is also COO for Radtac Ltd which he joined in 2011 after running his own successful consulting business.
Until 2009 he worked as a CEO / President for Biotech and Pharmaceutical companies, such as Barofold and Glycoform Ltd, both in Europe and the USA. He has led successful growth businesses as well as start-ups, raising capital in the market and completing significant deals.
These deals, with the majority of the world’s top twenty pharmaceutical companies, have involved the development of working relationships with many leaders and their teams understanding deliverables and the pressures of prioritisation and delivering value at the earliest stages.
In his various roles he has helped develop teams including recruitment and retention, development of senior teams and their related goals and objectives including at Chairman level.
Prior to these roles Michael worked for Pathogenesis (Novartis) building their UK and Irish teams as Country Head as well as a freelance Consultant advising companies on their organisational development and commercialisation strategies.
In his early career he was a highly successful sales and marketing professional, launching numerous new products, developing new markets and was a significant member of mergers and acquisitions teams, working all over Europe and gaining experience in markets in the USA, Far East and India. These were hard-nosed environments, in which it was Michael’s focus on leadership and organisational culture which brought the business results he achieved.
During his career Michael self-funded his full-time MBA at Aston Business School where he studied specialist modules on behaviour and organisational development and well as soft systems methodologies.