change management

Procurement's Technological Insanity — The reality of change (Part 4/4) by Bertrand Maltaverne

This last post on the series on the adoption of Procurement technology will highlight what actually happens during a change.

It is only with a good understanding of these aspects that change leaders can conduct fruitful and lasting change initiatives.


The Kübler-Ross change curve…

A classic representation of a person’s reaction to change is the Elisabeth Kübler-Ross change curve. It describes the emotional phases people go through when they lose someone:

Enterprise Agile Transformations – Why They’re a Marathon, Not a Sprint by Vikram Jain

Many organisations embarking on an enterprise-wide transformation to agile working, struggle to sustain or scale the benefits they initially achieve. The journey towards agility is a marathon, not a sprint, and it requires continued commitment, at all levels of the organisation, to ensure agile ways of working stick.

The first six to 12 months of introducing agile throughout an organisation will result in visible improvements in speed to market, productivity, efficiency and employee engagement.  

Beware of the blob by Alex Butler

‘Well,' I said. ‘Eventually, the blob will get you. It’s important to run as fast as you can in the early days of your transformation, because organisations have an in-built protection mechanism; the ability to morph into a blob of slime that will eventually catch up with you, surround you in slime and kill you off’.

Procurement’s technological insanity — Repeating the same mistakes over and over… (Part 3/4) by Bertrand Maltaverne

“Insanity: doing the same thing over and over again and expecting different results.” –Albert Einstein

Here is the third post in a series of four that focuses on the adoption of Procurement technologies.

After looking at:

How to Increase the Agility and Productivity of the UK by Vikram Jain

Large corporates are, at best, 30% efficient in delivering change. From launching a loan product to landing a new bakery range on a supermarket shelf, big organisations are failing to deliver change at pace and realise value from it.

One leading credit card provider told us they’d last delivered a major new product eight years ago. ‘We were the leader in the market,' said the project manager. 'However, others have caught up and now we’re struggling to respond.’

'It takes us two years to do what our competitors can do in two months.' MD - FTSE100 organisation

Agile Transformation: Same old change approach - Engaging the whole system by Nick Kemp

In this exclusive series, Nick Kemp discusses the importance of considering the people using your services to ensure the changes can be successful. He looks at how the role of traditional change is affecting organisations ability to be agile, considering the nature of people during times of change, highlighting the importance of creating the conditions to encourage people to change.

Bio

Some useful steps to follow when hiring a coach for your business by Kirsty Brooks

Choosing the right coach can be a minefield, following some simple steps can help to make sure you get it right.

Whether you are looking for a coach for your organisation or for you personally, there are a few things that you can do to make sure you hire the right coach. If the answer is 'no' to the following questions, read on:

Procurement’s technological insanity — The psychology of change… (Part 2/4) by Bertrand Maltaverne

This is the second post in a series of four that focuses on the adoption of Procurement technologies. It will highlight some important aspects of the psychology of change because:

  • they explain why so many projects fail,
  • they must be taken into account to design a successful implementation.

The problem with changes…

“The only thing that is constant is change” — Heraclitus

What was true in Ancient Greece is even truer today. Especially when looking at changes induced by or linked to technology.

Grow your business: What would your future postcard say? by Kirsty Brooks

We are seeing an exciting trend in recent months as more client organisations structure their people vision alongside innovative and practical deployment plans that are very specifically matched to their business goals. 

Over recent years, businesses have been focused on cost utilisation and spend, understandably given the economic environment we've been in.