change management

Change Management... What? by Luke Garner

System integration. Organisational restructures. Business mergers. These are things that happen every single day, in organisations all over the world. You’ve probably been the recipient in at least two of them.

A staggering statistic, however, is that upwards of 70% of these changes in business do not go as well as the vision behind them – they either fail, run drastically over budget or do not deliver the anticipated benefi­ts. 70%.

The Customer Is Always Right – If You Know Who They Are…!! by David Beckham

My esteemed colleague Adrian Reed put a fascinating post on his blog this week regarding thinking beyond customer journey maps which was a great read for two reasons; first, it was a good provocation for anyone doing journey mapping (I particularly liked the concept of ‘service’ journeys and secondly because I was running a mentoring group that very afternoon and had not got anything to hand. Once I’d read Adrian’s article I knew I had a topic!

What's your Through-Line? by David Beckham

Over the last few weeks I have been finessing a lot of presentations; one for a team building session I hosted in London, another for the upcoming BCT Conference in March and various other sessions for internal training. During this process, I have also been reading the excellent book ‘TED Talks’ by Chris Anderson, the current head of the TED organisation. It’s a brilliant read for anybody with an interest in public speaking and has provided me with many insights and creative ideas for revising some of my slide decks and presentations.

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.

Change managers are experts at knowing 'what'​ needs to change. The 'how'​ comes later by Karen Walker

The most important skill of an expert in managing change, is knowing how to identify what needs to change, for industries and organisations.

Popular thinking about organisational change management really needs to be flipped upside down.

FROM ... it's supporting the implementation of an already defined solution to a problem or opportunity ...

TO .... it's knowing what needs to change.