change

Process Side of Change Management by Ramkumar Viswanathan

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

Agility - Why Organisations Struggle to Adapt by Miriam Gilbert

“…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.

Imagine: Intellectual Data by Ian Buttery

As a follow-up from my last article - where I shared thoughts on one of the key differentiators for the businesses of tomorrow being the ability for people to make data-driven decisions within an environment of emerging, fast-paced transformation - this month I dig a little deeper into how sensing your market and making sense of your data are crucial in remaining a competitive and viable business, enabling you to continuously change faster than the competition.

Are You Ready to be the Change You Want to See? by Jacqui Alexander

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'm a Changing Man by Ian Buttery

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.

Creating Sustainable Transformation with the Right Pace by Michael Fekete

You may have seen my interview last year with Henley Business School, talking about how to succeed with corporate change, and the need for organisations to invest enough time upfront to ensure that people are involved in co-developing the solution, and that they can see benefits of the change along the way. This will give you the best chance of the transformation being sustainable.

Shifting Sands – How Leaders Embrace Change

On Tuesday 21 November 2017, Robert Gabriel Mugabe officially resigned as the President of the Republic of Zimbabwe. After 37 years in power, the man who became his country’s first democratically elected leader in 1980, stepped down in the wake of a military takeover that has sent shockwaves around the world.

Moving Your Business up the Digital Evolution Curve by Richard Morecroft

Digital evolution is an ongoing journey for every business.

Gone are the days of saying that you have ‘done’ digital after a major technology overhaul. Instead, it is an evolution to transition and optimise your business continually. Even digitally native companies know that they have to innovate and stay ahead of the game because of growing disruption and rapid technological change.

What is Wrong with Most Digital Transformation Strategies? by Niall McKeown

Most digital transformation strategies are neither strategic nor transformational.

Michael Porter, the famous Harvard Strategy Professor said “If we’re satisfied with vague strengths and weakness lists, we’re not thinking very clearly about strategy”. “There’s a distinction between operational effectiveness and strategic positioning”.

“Should we be on the cloud or have our own servers? That’s an operational effectiveness question.  What we understand is that operational effectiveness is not strategy”.