Organisational Change

Ivory Towers and The Impact on Change by Kelly Swingler

How is Brexit currently mirroring most corporate change?

Theresa May and her trusted team (the Board) are currently spending a lot of time behind closed doors, with little outcome.  The people (your people), know that change is on the horizon, they know it needs to happen by a certain date, but nothing is happening.  People want to know how it might impact them, their work and their families, but nothing.

Blockchain: what are the opportunities for Procurement? by Bertrand Maltaverne

To be honest, I haven’t totally figured out all of the details of the inner workings of the blockchain technology. And, I do not think I will ever try to as some of it is very technical. I also do not believe that Procurement professionals should do it either. However, it is important to understand the implications of the blockchain technology. Because of the way the blockchain works, it has unique characteristics that represent a breakthrough with tremendous value for Procurement.

What is the role of flexible working in business today with Suzie Lewis

We conducted a Q&A interview with Suzie Lewis, Managing Director at Transform for Value, around business transformation, strategic organisational change, and the importance of inclusion and wellbeing within an organisation.
 

Could you introduce yourself and what you do?

We Need More Misfits by Kelly Swingler

In business and particularly in HR we talk about ‘fit’.  The right fit for the role, team fit, cultural fit, it’s all about fit and often as people we expect to fit in or try our best to so that we feel a sense of belonging.

Brené Brown talks repeatedly and more so in her latest book Braving The Wilderness about the differences between belonging and fitting in, and that if we ‘fit’ we lose some of our self, some of our authenticity, because to fit, we have to change who we are at the core.

The Importance of Culture by Roderic Yapp

'Culture is how people behave when no-one is watching’. That was the definition used by Bob Diamond, the Chief Executive of Barclays Bank. Under his tenure, Barclays’ employees were found to be rigging the LIBOR rate for which the bank was fined £290mn. I doubt Bob knew that this was going on but he has to take some responsibility for creating a culture which allowed this to happen. It is an example of how the ‘win at all costs’ mentality can have disastrous consequences.

Creating Sustainable Transformation with the Right Pace by Michael Fekete

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.

Adaptive, Agile and agile organisations, what’s the difference? by Karen Walker

Organisations can be agile without implementing Agile delivery and work models, and why agility doesn't equal adaptiveness.

 Adaptiveness is about the overall ability to survive significant unforeseen and foreseen changes to the environment in which the organisation operates.