business transformation

Changing across the board with Luke Garner

Could you introduce yourself and what you do?

Sure, I’m Luke!  I’m a change management professional, currently working as a consultant for Agilisys; a public sector consultancy. I help organisations change the way they work and try to ensure everyone’s happy about it!

There are a variety of definitions of change management, but how would you define it?

The Vital Difference Between Lean Six-Sigma and "The Way" by Kashmir Birk

Lean Six-Sigma, TQM and Process Improvement will create efficiencies and reduce cycle time, of that there is no doubt.

But these improvement programs are not sustainable, if they are temporary surges in cost reduction and in the absence of a whole systems perspective create downstream costs and hidden costs due to regrettable losses of mission-critical talent and employee engagement issues for those who are not involved directly in the improvement teams.

The change needs to pull together the whole system or it will be a short term illusion.

Post Conventional World Domination by Neil Crofts

In 2001 the largest five companies in the world by market capitalisation were GE, Microsoft, Exxon, Citi and Walmart. By 2011 they were Exxon, Apple, Petro China, Shell and ICBC (Bank of China). By 2016 they were Apple, Alphabet (Google), Microsoft, Amazon and Facebook.

What distinguishes GE, Exxon, Citi, Walmart, Petro China, ICBC and Shell from Microsoft, Apple, Google, Amazon and Facebook is that the former could all be classed as conventional and the latter can all be classed as post-conventional.

How to implement rapid and effective change in a culture that is traditionally consultative to a fault by Chloe Avril

Implementing change in a dictatorship is a change manager’s dream job. Once the decision is made at the very top, the masses are told what to do and the decision holds as an unbreakable edict that no one would dare challenge. It might take a bit of effort to communicate the changes to the people, but all in all, as long as the rules are clearly spelled out, there is no need to convince anyone that the dictator’s decision is the best way forward.

Adopting Business Agility at Moonpig, Part 8: Getting Faster by Amanda Colpoys

In the previous posts I described how we designed cross-functional squads aligned around strategic goals. A key benefit of alignment is that it automatically delivers an increase in speed of delivery by dramatically reducing, or eliminating, the dependencies and bottlenecks which so often slow us down. By aligning people around goals and outcomes you essentially streamline your organisation and expose the bottlenecks in resource.