Lead Senior Consultant and founder, Key & Hatch

Paula Dragomir

Paula Dragomir is a change enabler with over 20 years of global experience in various departments like: Organizational Behavior Management, Marketing, Branding, Aviation and Operations.

As Lead Senior Consultant and founder of Key & Hatch, her focus is on supporting organizations, departments or managers, that undergo transformation and adaptation in the challenging and competitive business environment, as well as, developing successful start-ups.

Her expertise in Organizational Change and Transformation Management, offers a strong foundation for employees to navigate change effortlessly, while building capability, and maintaining the strategic view of the stakeholders in multicultural and international settings.

With her recent reallocation in Athens, Paula aims to bring Greek companies that have been hit by the recent crises, back into the floating line and steer them towards uncharted opportunities.

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“3 ways to revolutionize in a VUCA context“

How to avoid the trap of approaching Agile, with a wrong mindset.

Successful organizations that became truly agile, in reality had time on their side, to experiment, learn and adjust through failure. Leaders and C-suites that know the remarkable value of agile, will agree with the previous statement. Thus, the question arising here, is how do you still adopt Agile when you don’t have time on your side and you find yourself in a VUCA context?

How to proactively use Sensemaking in VUCA and Interrupt “dysfunctional moments”

Defining VUCA – a volatile, uncertain, challenging and ambiguous context that often generates disasters of high magnitude, as well as, opens wide a gate towards successful and unique opportunities. The latter however, is achievable when organizations are armed with a mindset capable to make sense of the situation, and interrupt successfully dysfunctional moments.

Creating true agile organizations and teams, need to have a strong support from the leadership, to move away from the well-established norms and processes that designed the culture of the organization up to that moment. Thus, leaders must avoid the trap of deploying agile teams with a wrong mindset.

>Using sense-making when theory fails
>Mitigating Dysfunctional Moments

Dealing with wicked problems and the importance of self-awareness and humbleness in leadership

Leaders always attempt to support the teams and the organization to thrive. But what happens when leaders fail to understand if is a Critical,Tame or Wicked problem?

>What is the best approach to identify and deal with them
>The benefits of practicing self-awareness and humbleness in crisis

Enabling mavericks to innovate

Alignment in companies aim to put all employees in line and seize anyone that deviates from the known norms. Though this approach is harnessing optimization and efficiency, it could also bring the organization in a state of inertia.

>The role of ‘mavericks’ or ‘positive deviants’ are the prequel of true Agile, as they bring creative outputs and spark emergent teams that innovate, find solutions leading through ambidexterity and collaboration.