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.
Corporate Innovation Program is the buzz word these days, and for very good reason. The awareness and action of many companies responding to change is getting better because “innovation” a must-have agenda for top management and high-level discussion including nations alike. The focus of innovation has “awakened” in the last few years, so much so that the word leadership has become low-key. I, for one, advocate leaders, with a big title, if they couldn’t innovate their days are numbered or they should be shown the door. Run!
But my title as a Business Change Manager seems to stump a lot of recruiters.
Benchmarking of leadership traits are very useful in operational, supervisory level roles where processes are repeatable and reliable.
Model based approaches to assessment and development at the executive level may well be convenient for management consultants, sellers of leadership assessments who need you to buy into their standardized approaches, but at what cost? When the rude awakening of a competitive market shift, regulatory or political change or unanticipated strategic risk surfaces, they will not be accountable for picking up the pieces, you will.
Corporate innovation is an important feature in large organizations. I wouldn’t suggest it to be a corporate function or division or department as it will create another layer or compartment, becoming bureaucratic and adding extra cost to the company.
I think corporate innovation should be an embedded strategic program cut across divisions.
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?
Here are the FIVE Observations that make corporates need Corporate Innovation, within this year:
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.
If you want change to stick you need to kick the bucket. This is something I often advise when I’m banging on about bringing about real – and lasting – organisational change. Unsurprisingly, it tends to lead to somewhat alarmed looks.