strategy

Change doesn't have to be hard... by Kelly Swingler

Change has fast become the one constant in businesses today, but can there be a point when too much change is no longer good for business?

If the changes aren’t fully considered, fully implemented and the people are not engaged with the process, then yes.

In 2013 a large London based organisation commenced a two-year transformation programme looking to change everything from their systems, processes, policies, procedures, structures, IT infrastructure and nationwide office locations.

Do you plan tactically or strategically? by Roderic Yapp

We are far better at planning for the short-term than we are for the long-term.

Think about when you get in the car. If you don’t know where you are going, you tap in the details to a sat-nav system to tell you the route. You might have an advanced system that updates itself to find quicker routes if there is traffic.

You probably know what you’re doing this weekend and maybe even the weekend after. You might even have planned your summer holiday.

The Black Swans of Change by Jacqui Alexander

Recently I shared my six principles of delivering change at pace – in this post, I focus on the second principle – ‘Take a step by step approach’ but what has that got to do with black swans?

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.

Business Transformation: rethinking its' meaning, management and measurement by Karen Walker

Being agile and adaptive in today's age of ecosystems and accelerated change has seen a shift in what transformations of legacy organisations look like. Time to rethink what we mean, do and measure, when we talk business transformation.

Defining ' transformation' in relation to strategies and initiatives

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.

Are You Ready to be the Change You Want to See? by Jacqui Alexander

Previously, I have shared my six principles of delivering change at pace – in this post I focus on the first and perhaps most important principle that ‘All change starts with self’.

Safety is a team sport by Michael Nates

Using a football parable to build bridges and understanding

Beware of the negligence path of Digital Transformation Journey by Soumyasanto Sen

Digital transformation may sound easy, but it’s not. Especially when, there are so many different understandings of this buzzword around the world.

Of course, it’s a journey which will change with the technologies you adopt and bring into the people, processes, and culture associated with your company. Before understanding this buzzword, it is important to know what a Digital Transformation is not.

Many organisations misunderstand digital transformation.

If You Can’t Measure It, You Can’t Manage It! by Richard Cronin

We never cease to be amazed by how many mid-large organisations we engage with that do not have effective tools and processes in place to forecast, plan, measure and report work. Yet these same companies expect their managers to drive improvements, to continue increasing revenue and profitability.