change management

Accelerating Delivery & Performance by Jacqui Alexander

Jacqui will be talking on Friday 12th at 9:45am -10:15am, facilitating a panel conversation on 'Accelerating delivery & Performance'.

Jacqui looks at the biggest issues facing leaders today, focusing on how organisations and leaders deal with stress during perpetual times of change. She continues to look at the importance of stripping back processes to remove complexity within business transformation.

See the full agenda at excellence-leadership.com

Unapologetic by Kelly Swingler

You’ve probably heard it said that change is the one constant in business currently, and that’s true, it’s also true for our lives outside of work.

Many people will say they don’t like change, it makes them uncomfortable or it’s something they fear, but if you break things down a little, you’ll find that we all deal with change on a daily basis.

How to design an agile organisation by Rose Padfield

In today’s complex, interconnected and rapidly changing environment, it is more important than ever that organisations can respond quickly whilst still achieving efficiencies of scale. A key enabler of this is having the right organisational design, and recognising that the design of yesterday (designed for efficiency and assuming predictable patterns) will no longer work in the digital age, where agility and speed of response is key.

Matrix working – please click to enlarge the image

Building a Change Network That Works by Sandie Bakowski

Change is hard but there are levers that can make it easier. Using a network of the right people to act as your change agents is one of those levers. I am a huge believer in getting employees to drive change, but the design is key as Change Agent networks are often implemented badly. Here is the usual chain of events.

Why I Thought People Were Idiots by Jardena London

While I was attending a Leadership Retreat (CTI) last week, we were asked to identify what we need to let go of, in order to become a better leader.  For me, it was “letting go of the idea that people are idiots”. Of course, I don’t mean you, dear reader, it’s everyone else.

Design Thinking, Lean Startup and Agile... by Florine van Wulfften Palthe

I tend to say I’m a Designer by trade, but a Change Manager by heart. But I also add that it’s all the same, and here’s why.

Of course, it does matter what you design. Whether you’re in Product design, UX-design, Business Design or Organization Design, requires different skills and experiences. However, I do believe that they all require a similar mindset.

Establishing a Culture of Continuous Improvement (Part 2) by Bryan Robertson

Recently I was asked to speak at a leadership event for representatives from all over NHS Scotland, to share some examples of what we had experienced as the critical success factors for delivering improvements in organisations, to ensure lasting results.

Upon reflection, it certainly felt that the 10 factors to deliver sustainable improvements, had a lot of resonance with the challenges and the opportunities the NHS faces at 70.

Can we please put some humanity back into organisation change? by Jonny McCormick

If you’ve ever had the opportunity to work at a summer camp you’ll know it’s one of the best “jobs” you’ll ever have. I use the word job in inverted commas intentionally because more often than not it doesn’t feel like work at all. There are deep and meaningful conversations with people who start to feel more like your family than your colleagues. There is the cold embrace of a dip in the lake after a late afternoon game of capture the flag that always gets a little too intense. There’s the jaw-ache you get after laughing too hard for too long at some silly in-joke.

Coexistence of Command, Control and Agile Leaders, bad for employees and business by Karen Walker

The existence of contrasting ways of managing people - agile and traditional top-down leadership - creates divergent experiences for employees, also sending mixed messages about what the organisation values. The case for all leaders becoming more agile in their thinking and actions ahead of changing structure in any part of an organisation, when introducing agile ways of working.

Harnessing the Power of Values to Get Buy-In by Sandie Bakowski

Organisations are shaped by the needs and demands of the eras they have travelled through. Change has always been part of a business, but the seismic changes brought by technology today means organisations need to change faster than they ever have before.

It’s not that organisations haven’t done change before – it’s just now it’s a lot faster. And to cope with change that fast, some things need to be done differently.