change management

The secret to business process optimisation by Andrew Lenti

In my four years as a company co-founder and Managing Director, experience has taught me and my team that there is often a variance between the level of change an organization is looking to deploy and that which its culture and infrastructure is capable of supporting. One expression consistently resonates in our ongoing quest for continuous improvement; maturity assessment.

Are you responding to change or Creating Change? by Agnesia Agrella

The Picture in this article shows what happens in nature when humans leave cities. Well, business is no different than nature.

Negativity takes over just like nature takes over when humans leave. In the case of businesses, people are disengaged. When staff are unhappy, they are in the office, but their attention is elsewhere. They much rather be somewhere else.

Change Management – the challenge of communications in an age of short attention spans by Ron Leeman

I’m sure you’ve heard it many times before but I’ll repeat it for the sake of context…

Communication is key when you want people to change

But in contrast…

Communication is an area that is most frequently complained about by employees

Clearly there is a gap!

The Costs & Risks of Poor Change Management by Luke Garner

Failure to understand the people side of change is akin to failing to learn to break when learning to drive. Sure, you'll probably get to where you intended to go, but you'll be battered, bruised and have a trail of angry people behind you.

All of us, at some point, have experienced a poorly delivered change. Either a technical change or an organisational change, either as the culprit or the victim.

Why Change Initiatives Fail by Agnesia Agrella

After years of research on organizational transformation by McKinsey, the results from their Global Survey in 2015 indicated that few executives say their companies’ transformations succeed.

In that survey, just 26 % of respondents said the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. (Meaning that 74% have not been successful.)

In their 2012 survey, 20% of executives said the same.

Driving Leadership Behavioural Change

When trying to drive increased business success, organsations tend to concentrate on technological innovation, but the secret to sustained improvement and success is the continued development of leadership behaviours within the company that delivers the Leadership Behavioural Change that drives this. Our Leadership Development Programme addresses this issue, and is a programme aimed at the development of an organisations Leadership, competencies and skills at all levels.

The Truth about Transformation by Tim Casserley

It was one of those defining moments that occasionally punctuate our working lives. The realisation that what had been previously taken as an article of faith was, in fact, the cause of the problem. As this inconvenient truth dawned on the faces of the assembled transformation leaders, there was a perceptible shift of energy. Feelings of release, as well as fear pervaded the hotel conference room in which we were gathered.