Empowering People, Igniting Change

Change is an unavoidable aspect of life, and that’s especially true in today’s rapidly evolving business environment. In turn, change management initiatives need to extend beyond merely adjusting strategies or modifying processes.

True success lies in empowering employees to embrace change, take the lead, and flourish through it.

Equipping employees with the right tools and giving them the opportunity to collaborate and contribute is crucial. It ensures an impactful transition that drives both individual and organisational success.

Growth and transformation are vital to both our personal and professional lives, serving as powerful catalysts for progress. These forces push boundaries, ignite innovation, and pave the way to success. However, navigating change is rarely straightforward; it demands resilience, adaptability, and a steadfast commitment to improvement. Overcoming these challenges, however can lead to deeply rewarding accomplishments.

At PHM, we are all about empowering people and igniting change. Our materials need to reach a global market audience therefore Translation and Localisation of our materials is vital to be able to achieve this. All Learning and Development content we create is built with localisation in mind and must be suitable for markets wants and needs to reach a wider audience.

Electric Vehicle adoption is vital for tackling climate change and the development of sustainable mobility, whilst EV sales are essential for the successful business models and corporate responsibility of vehicle manufacturers. Over the past few years, the growth in EV sales share has surged but recently there are concerns that the initial growth is plateauing, leading to questions of whether successful EV adoption is under threat. In some markets this weakening is limited to the private sector, with fleet continuing to develop, in others the slow-down is more general.

What really represents project success? For a piece of workplace learning, success is usually measured through positive stakeholder feedback after a course is launched. Then we march on, ready to attack the next challenge.

But before we do that, it’s wise to take a step back. Have we considered if the learner has actually applied the new knowledge or skill? Does it truly match their needs? And has the learning added value by meeting its business objectives?

Established 30+ years ago with offices in London and a workforce in commuting areas, PHM has always taken pride in being a client-first organisation. Our team was office-based, commuting five days a week, and would travel to client sites as required for meetings, event facilitation, and training delivery. Like many, our infrastructure was supported by on-premises data centres.

In our article ‘wholesale to retail transformation’ – people first’ https://www.phm.co.uk/news-insights/wholesale-retail we discussed what the Agency model is and why some automotive manufacturers are choosing to implement it.

The Automotive industry is undergoing unprecedented change, and this transformation brings challenges for both employees and stakeholders. It inevitably results in more work and pressure on top of usual role responsibilities. However, one stakeholder who cannot be allowed to suffer during this time is the customer, and it takes leadership to ensure this remains a priority.