Radiant uses four guiding principles when it comes to supporting our customers on their journey toward digital transformation.

Radiant knows that maintaining a competitive edge it is not only about connecting with customers in new and innovative ways, but also about continuously keeping them engaged.

When we consider customer needs, Radiant considers all stakeholders — executives driving strategy, employees executing work, and customers engaging.

The current pandemic teaches us that properly leveraged UX makes life more meaningful and lessens the inconveniences of social distancing.

For example, I needed a part to fix a leaky pipe during the lockdown. I wasn’t sure of the part’s exact size, so I had to go to a hardware store physically. When I arrived, there was a long, socially distant line outside. Mask on, I joined the slow-moving queue, and as I approached each 6ft marker at a snail’s pace, I couldn’t help but imagine a better way.

It is no secret that guiding individual and organizational change can be challenging. When faced with a new change initiative, the most pressing challenge is to motivate individuals to adapt to a recent process change, routine, or technology.

The current global crisis has made us witness challenges that have changed our business dynamics while shaping our new normal.

We have seen a material shift to remote working, e-learning, e-health services, e-government services, and surges in e-commerce activities over the last few months.

The success of an organization is dependent upon many factors, including having a great leadership team. A strong leadership team is a foundation for high-performing teams that in turn generate desired business results.

In 2020, an estimated 82.5 billion U.S. dollars were spent on training across the United States (Statista, 2020). Organizations today are spending more on training than they ever have in the past, as the numerous benefits provided by investing in employee training and development opportunities continue to be recognized. Yet the question remains, how much of that training being developed is genuinely translating into noticeable positive differences in employee performance?

One of the biggest challenges for organizations is what happens after the training. Typically, training is seen as an isolated event. Afterward, many learning development professionals and supervisors find themselves asking, “why is the employee not using the information from training” or “why hasn’t the employee’s performance increased following training.” Questions such as this suggest that knowledge transfer did not occur after the employee left the classroom or virtual training session.