People, Process and Technology are three pillars of change management. In this blog, I am going to look at the process side of change management. Although Process has a considerable overlap with other two aspects, there is still room to look at process in isolation. Borrowing from the simple yet effective model of Lewin, Process can be unfreezed, analysed and repackaged as shown in the below diagram.
Figure 1: Transforming Cube to Cone
In 2012, the renowned management guru and business book author Steve Denning wrote an article entitled “The Case Against Agile" which had almost 80,000 views and caused a lot of debate in management circles.
Here, Denning debunked the top ten objections put forward by organisations as to why Agile cannot possibly work for them.
It’s another milestone in the race to artificial superintelligence:
A study conducted by legal AI platform LawGeex in consultation with law professors from Stanford University, Duke University School of Law, and the University of Southern California, pitted twenty experienced lawyers against an AI trained to evaluate legal contracts. Their 40-page report details how AI has overtaken top lawyers in accurately spotting risks in everyday business contracts.
The Participants:
Deloitte has recently published a report on: ‘2018 Global Human Capital Trends’.
“…in this world, nothing can be said to be certain, except death and taxes.”
The famous quote by Benjamin Franklin has never been truer than today.
As political certainties are turned upside down and surprises come at us from all angles, organisations could add another rare certainty: CHANGE. And change is, err – changing.
Of course, business has always known that change is inevitable. But in the past, most of it happened over time.
In business and particularly in HR we talk about ‘fit’. The right fit for the role, team fit, cultural fit, it’s all about fit and often as people we expect to fit in or try our best to so that we feel a sense of belonging.
Brené Brown talks repeatedly and more so in her latest book Braving The Wilderness about the differences between belonging and fitting in, and that if we ‘fit’ we lose some of our self, some of our authenticity, because to fit, we have to change who we are at the core.
Being agile and adaptive in today's age of ecosystems and accelerated change has seen a shift in what transformations of legacy organisations look like. Time to rethink what we mean, do and measure, when we talk business transformation.
Defining ' transformation' in relation to strategies and initiatives
Previously, I have shared my six principles of delivering change at pace – in this post I focus on the first and perhaps most important principle that ‘All change starts with self’.
I can't recall who said it, or where I heard it, but it has resonated with me for a while now, providing the inspiration for the first article in this series - "uncertainty is the only certainty in business". Never has this been more relevant than in today's world of rapid change, where organisations are continuously challenged to disrupt or be disrupted.
We’ve all seen films where Artificial Intelligence replaces humans on-mass – and much debate swirls around just how much of this could ever be a reality.
Meet Erica – perhaps the world’s most advanced, human-like robot yet. She demonstrates that we may not be too far away from silver-screen-like AI workers.