Culture is the evolving whole of its parts. Everything is connected in living systems by Karen Walker
Hierarchy
Change, no change by Andrew Fox
Large organisations are in danger of responding to new world changes and pace with old world traditional thinking, models and answers. This won’t work.
Middle Managers, Extinct or Heros in an Adaptive, Agile and AI world by Karen Walker
Middle Management roles, an evolution not an extinction
HR. What Should we be doing? by Andrew Fox
Social, political, technological and economic conditions may never in recent history have been as influx as they are today.
Neutered leaders lacking popular support to effect change (May, Merkel) and a few who seem intent on rocking the boat (Trump, Putin, Kim Jong-un) are themselves struggling to navigate the choppy waters they have helped create. Trumps’ shameless promotion of America, his apparent disregard for Asia and his radically different approach to politics has many nervous and the uncertainty is unnerving markets.
'Where should a change delivery team sit within an organisational structure?’
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?
Where should a Central Change Team Sit
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?