##plugins.themes.bootstrap3.article.main##

As the business world changes rapidly today, employees' continuous learning is critical to organizational success, and businesses should transform their capabilities and make learning a strategic priority. To sustain the business, organizations’ leadership should focus on the development of people’s skills and the maintenance of mental health by gradually adopting new techniques that help in transformational change and involve the creation of a new context that can disrupt dominant patterns and allow new ones to emerge using new understanding and acts, such as the digital transformation that accelerated rapidly, especially during the COVID-19 pandemic, putting more pressure on teams and questioning the roles and the importance of the leadership and senior managers during the change process. This paper reviewed the importance of leadership by mentioning Microsoft’s HR strategy, the successful transformation formula in the digital transformation era, and the lack of traditional supervision.

Downloads

Download data is not yet available.

References

  1. Ballaro, J.M., Mazzi, M.A. & Holland, K. (2020). Organization development through effective communication, implementation, and change process. Organization Development Journal, 38(1).
     Google Scholar
  2. Beer, M. & Nohria, N. (2000). Cracking the code of change. HBR’s 10 must reads on change, 78(3), 133–141.
     Google Scholar
  3. Church, A. H., & Burke, W. W. (2017). Four trends shaping the future of organizations and organization development. OD Practitioner, 49(3), 14-22.
     Google Scholar
  4. Hofstede Insights. (2022). Country Comparison. Hofstede Insights. https://www.hofstede-insights.com/country-comparison/egypt,lebanon,the-united-arab-emirates,the-usa/
     Google Scholar
  5. Dale Carnegie Training. (2022). Culture Transformation: Model, Coach, Care Unlocking People Potential with a Growth Mindset. Dale Carnegie Training. https://www.dalecarnegie.com/en/resources/culture-transformation-model-coach-care-unlocking-people-potential-with-a-growth-mindset.
     Google Scholar
  6. Deutschman, A. & Keeler, B. (2007). Psych Concept 3 Short-term Wins. In Change or die. (p. 56). Harper Audio.
     Google Scholar
  7. Indriastuti, D. & Fachrunnisa, O. (2021). Achieving Organizational Change: Preparing Individuals to Change and their Impact on Performance. Public Organization Review, 21(3), 377–391.
     Google Scholar
  8. Kutner, Y. (2022). Council Post: Five Steps to Successful Technology Change Management. Forbes. https://www.forbes.com/sites/forbestechcouncil/2021/05/03/five-steps-to-successful-technology-change-management/?sh=3d6efedc6f0a.
     Google Scholar
  9. Walker, M. (2021). Accelerating Transformation for a Post-Covid-19 World. Harvard Business Review.
     Google Scholar
  10. Lundberg, A. & Westerman, G. (2020). The Transformer CLO. Harvard Business Review, 98(1), 84–93.
     Google Scholar
  11. Faisal Masudi, A. (2021). Dubai becomes world’s first paperless government, saves over 336 million papers. Gulfnews.com. https://gulfnews.com/uae/environment/dubai-becomes-worlds-first-paperless-government-saves-over-336-million-papers-1.84328648.
     Google Scholar
  12. McKinsey & Company. (2020). How COVID-19 has pushed companies over the technology tipping point and transformed business forever. McKinsey & Company. https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/how-covid-19-has-pushed-companies-over-the-technology-tipping-point-and-transformed-business-forever.
     Google Scholar
  13. McLeod, S. (2007). Maslow's hierarchy of needs. Simply psychology, 1(1–18).
     Google Scholar
  14. MOD, D.T.K.H. (2021). Spinning Wheels: How Resistance, Culture, and Assumed Continuity Interact to Paralyze a Company. Organization Development Journal, 39(1), 45–57.
     Google Scholar
  15. Morgan, G. (1994). The Flux and Transformation metaphor. In Organization as flux and transformation. New Thinking in Organizational. Sage Publications.
     Google Scholar
  16. Morgan, G. & Ramirez, R. (1984). Action learning: A holographic metaphor for guiding social change. Human Relations, 37(1), 1–27.
     Google Scholar
  17. SSIR. (2022). Net Positive: The Future of Sustainable Business. https://ssir.org/articles/entry/net_positive_the_future_of_sustainable_business#
     Google Scholar
  18. OECD. (2022). COVID-19 crisis response in MENA countries. https://www.oecd.org/coronavirus/policy-responses/covid-19-crisis-response-in-mena-countries-4b366396/.
     Google Scholar
  19. Train, K.E. & Winston, C. (2007). Vehicle choice behavior and the declining market share of US automakers. International Economic Review, 48(4), 1469–1496.
     Google Scholar