business transformation

Change doesn't have to be hard... by Kelly Swingler

Change has fast become the one constant in businesses today, but can there be a point when too much change is no longer good for business?

 

If the changes aren’t fully considered, fully implemented and the people are not engaged with the process, then yes.

In 2013 a large London based organisation commenced a two-year transformation programme looking to change everything from their systems, processes, policies, procedures, structures, IT infrastructure and nationwide office locations.

Has Agile Brought Us To a Standstill? by Sandie Bakowski

Agile is a word always on the lips of digital business leaders.  It’s the way to be if you are working in digital and has set the popular standard as the recent way to work.  This isn’t the first time a methodology has grabbed the business world so completely –  after all the world of business does like its new ways of working.

When I started working as a management consultant, the industry had different buzzwords. We were TQM, Balanced Scorecard and Lean.  We had our core ways of being, all helpfully documented in books we could buy out at the airport.

Data VS. Knowledge...A Talent Dilemma? by Jackson David

During a recent conversation with a family member about the data-age, she shared with me that she never thought there would be so much data at her fingertips -- anything and everything you could ever think of. We both agreed that no matter what “data” was available through online resources, friends, for example, nothing would take the place of experiencing first-hand what you just Googled.

Design Thinking VS Design Thinkers: What is the Difference? by Dani Chesson

Over the past decade or so, the concept of Design Thinking has become a popular approach to problem-solving. In some circles, Design Thinking is viewed as a methodology with several different process models (see IDEO, Hasso Plattner Institut, as examples) that provide guidance on how to engage in this process. In other circles, Design Thinking is viewed as a philosophy or a mindset that guides problem-solving.

Anybody Out There? by Kelly Swingler

You’re about to embark on a change programme, you’ve spent weeks or months planning the changes behind the scenes and you’ve announced the changes to your people. You’ve got a communication plan with all of the announcements, the meetings and the emails scheduled and still your people don’t seem engaged with the changes or understand the reasons for them – what’s next?

Middle Managers, extinct or heros in an Adaptive, Agile and AI world by Karen Walker

Much has been written about current middle management roles becoming increasingly irrelevant,ANZ's Digital Chief Maile Carnegie a few months ago famously referring to the 'frozen middle' who "have graduated from doing to managing and basically bossing other people around and shuffling Powerpoints", who also "resist change like death." Carnegie highlighting the importance of distributed leadership and del

The Art of Leadership in Data Analytics (Part 1) by Tim Carmichael

Data and culture have a significant part to play in the successful transformation of businesses. Tim looks at how data can be used to affect change and drive value within a business, whilst being cognizant of the culture of the business.

Tim discusses the importance of a roadmap and planning during transformation, emphasising the role of communication. He considers the most important part of communication to obtain buy-in for a transformation.

Do you plan tactically or strategically? by Roderic Yapp

We are far better at planning for the short-term than we are for the long-term.

Think about when you get in the car. If you don’t know where you are going, you tap in the details to a sat-nav system to tell you the route. You might have an advanced system that updates itself to find quicker routes if there is traffic.

You probably know what you’re doing this weekend and maybe even the weekend after. You might even have planned your summer holiday.

The case for decentralisation and self-management by Miriam Gilbert

The Retail Banking industry is under immense pressure. Disruption from Fintech, a history of misselling scandals undermining customer trust, ever new regulation and internal costs that keep rising while employee engagement remains low.

To combat the rising tides, most banks try a combination of heavy investment in technology, internal restructuring, closing branches, and automating activities to reduce costs.

The results are a mixed bag.

A Year of Less by Kelly Swingler

Over the last few months' we’ve seen the likes of retailers such as NEXT and Tesco scale back their growing empires.  Where they had started to sell everything to everyone online and in stores, the decline in the retail sector has seen a significant change.  Store closures, redundancies and a change in the goods being sold seem to be just the start of the changes being implemented in retail.

Companies who have always been slightly more niche and specialist such as Aspinal, instead of a decline in sales and store closures, are on an incredible journey of growth.