business change

In today's current environment, uncertainty is the only thing that is certain for us and we have no road map of how to deal with it...

So how can businesses and people survive this dramatic time of uncertainty, change and upheaval?

Being excellent at turning ideas for change into the outcomes we want - and at market-speed - is core to every enterprise’s choices, changes and results. 

Change Portfolios must be goals-driven, dynamic, extroverted and efficient. Traditional portfolios - initiatives-driven, static, and often introspective - are becoming constraints on enterprise performance.  It’s time to innovate, transform, and build on the platform they created.

Regardless of how many organisations espouse a core value of integrity (e.g. Accenture, Adidas, Alibaba, Amex, Coke, Huawei and Tencent etc.) cases of individuals and organisations breaching common ethical standards continue unabated (Volkswagen and diesel emissions, DJI and supply chain fraud, Changchun Changsheng Biotechnology and rabies vaccine quality or Renault-Nissan and Carlos Ghoson’s alleged financial misconduct ). Organisations, rightly, are seen as serving the societies in which they sit and breaches of trust consequently are devastating – destroying significant brand value.

In the quest of uplifting capabilities, better serving our customers, improving the bottom line or acquiring market share, organizations have a mix of projects and programs to help achieve those business outcomes.

Some projects are scored as critical and complex. Different organizations have different methods of scoring what is critical and complex and what is not. Some organizations would have a clear and mapped out defined scoring system of what is critical and what is not, and some would settle for a subjective measure.

What on earth does having your ducks in a row mean anyway? Does it mean everything is ship shape and Bristol fashion? And what the hell does that mean?

It’s funny how things trigger your creative juices isn’t it … someone made the following comment in my Change Management and the Brain article post in the ACMP Group … “Great article. It's the reason I did qualitative research on using storytelling as a means of sustaining organisational change” so I replied “Storytelling is great and that much better when you have some great stories to tell. I think that might be the subject of another article” … thanks for the inspiration Monica.

But my title as a Business Change Manager seems to stump a lot of recruiters.

Cybersecurity is rising as a key issue on the radar of virtually all organisations. According to a recent AT Kearney report, cyber-attacks have been topping executives’ lists of business risks for three straight years. This concern is also driven by security and privacy becoming increasingly valued by customers, and by regulators stepping into the topic (GDPR in Europe, California Consumer Privacy Act of 2018).

Many organisations embarking on an enterprise-wide transformation to agile working, struggle to sustain or scale the benefits they initially achieve. The journey towards agility is a marathon, not a sprint, and it requires continued commitment, at all levels of the organisation, to ensure agile ways of working stick.

The first six to 12 months of introducing agile throughout an organisation will result in visible improvements in speed to market, productivity, efficiency and employee engagement.