Change – Riverside Change

Change, Leadership, Organization, Strategy

Using AI Pragmatically: From Experiment to Business Results

Artificial intelligence is no longer just a buzzword – it is reshaping how we work and learn. Yet while technological possibilities are expanding rapidly, organizations and teams are still grappling with one central question: How can AI be integrated in a meaningful, reflective, and effective way?
We’ve explored this ourselves – and with our clients – using a structured Rapid Results approach, paired with a willingness to remain learners along the way.

"Experimentation is essential. Progress comes from trying, reflecting, and adapting – and that’s also how fears are reduced."

Change, Leadership, Organization

Leadership in Reorganizations: Why reorganizations rarely fail because of structures – but because leaders fail to mobilize

Reorganization is not about moving boxes. It is about releasing energy, creating clarity, and making tough decisions. Leaders are the decisive factor: they can provide orientation and set teams in motion – or reinforce stagnation and mistrust.

Change, Leadership, Organization

Communication in Consolidations: Traps and Success Factors. Why the real risk is not design, but how you communicate

Organizational consolidations are on the rise: economic pressure, structural change, and uncertainty drive companies to adapt their setups. While many focus on the “perfect design,” our project experience shows that the biggest risks don’t lie in the org chart. They lie in communication. How leaders talk – or don’t talk – about change can determine whether a consolidation creates clarity and trust, or spirals into rumors and resistance.

Change, Organization

Myths about self-organization

Future-oriented organizations are those that remain able to operate in a dynamic world full of uncertainty. A central aspect of this is giving employees appropriate scope for decision-making and action, which is often associated with the term self-organization. In this insight, we want to clear up common myths about self-organization and show ways to successfully use this open space.

Change, Strategy

The five most common misunderstandings about OKR

Objectives and Key Results (OKRs) is an agile management system for goal-oriented and modern employee management. The benefits are focus and transparency in strategy implementation and leveraging the creative power of teams, that continually bring your organization closer to its vision. However, there are some misunderstandings surrounding OKR. In this insight, we present the five most common misunderstandings and the most important success factors.

Insights

Insights & Inspiration

Using AI Pragmatically: From Experiment to Business Results

Leadership in Reorganizations: Why reorganizations rarely fail because of structures – but because leaders fail to mobilize

Communication in Consolidations: Traps and Success Factors. Why the real risk is not design, but how you communicate

Myths about self-organization

The five most common misunderstandings about OKR