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.
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.
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.
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”.
It’s a well-worn phrase from Heraclitus:
“Everything changes and nothing stands still”
or otherwise translated: the only constant is change.
If that’s the case, change should be no surprise to anyone. It’s an everyday, ordinary thing – one could go so far as to say it’s the nature of life - so why do so many teams (and entire organisations) struggle to implement change smoothly?
It doesn’t matter how great the strategy is if the leadership can’t execute it…
I have had a few requests from people asking to contribute to this blog. This is the first time that I have accepted though. I think JB (who wishes to remain anonymous) has a strong understanding of what is required to be a great leader and I am happy to have her contribute. Enjoy.
“You can’t do this on your own”
In the 5 Change Blocks of Digital Transformation, we highlight the ‘process of innovation’ as a key element. But what do we mean by “innovation”?
On Tuesday 7th July Annapurna Change hosted its third Thought Leadership Round Table event at the Soho Hotel, in the heart of vibrant London.
Hosted by Tony McKenna, Global Transformation Director of GSK, 22 Professionals representing Senior Change leadership in the UK came together to discuss the topic:
‘Where should a change delivery team sit within an organisational structure?’
The evening’s discussion points:
• How does an organisations’ structure alter the effectiveness of a change delivery team?
On Wednesday 22 April Annapurna Change hosted its second Thought Leadership Round Table event at the iconic Hamyard Hotel.
Hosted by Dereck Gannon, COO of Comic Relief, 19 Professionals representing Senior Change leadership in the UK came together to discuss the topic
Where should a central change team sit and how does the organisational structure impact this?