How to Manage a Multitude of Change Initiatives (Including Enterprise Wide)
When I was a kid I used to love listening to my Walkman. I loved creating mixed tapes of my favourite music and shared these with my friends. We'd spend hours discussing the parts we loved about our favourite songs and so the 'rewind' button became very well worn.
Neuroscience and Managing Attitudes To Change
Is it true that people avoid change? That we prefer the status quo and that's why so many change initiatives in organizations fail? Neuroscience has helped to cast light on how people view change - and what organizations need to do to start introducing more successful change initiatives in the workplace...
The Trick to Understanding the Real Benefits of Change
In the corporate world, most approaches in defining the business value of change involve 'hard' benefits such as revenue, cost and time. For example, increased revenue per customer, reduced people cost and improvement in processing time. Yes, there are non-financial benefits such as capability improvement and strategic alignment. However, in practice most tend to focus more on hard benefits that are more tangible and easier to track.
Navigating Stormy Waters - The Right Way To Right-Size
There has been a flurry of redundancies and right-sizing RFP's in the last month, as regional organisations prepare for more fiscally challenging market conditions. As companies and government departments face these new commercial headwinds, how do they trim their sails to suit this change in the market weather conditions? Because, the truth is that so many get it so horribly wrong.
Is Our Approach Toward Change in Australia All Wrong?
A recent survey by the Change Management Institute (Employment Study) in 2015 indicated that 77% of all Change Management roles in Australia are contract roles. Are you surprised by this figure? Would you have expected this figure to be lower or higher? And why is it that most change roles here are contract roles?
7 Insights From Neuroscience That Will Change Your Approach To Change
Many change initiatives fail to meet what they set out to do - so perhaps it is not surprising that this is an area where people look to neuroscience to solve the problems; while it doesn't have all the answers, neuroscience is shedding light on why change management often ends up being a waste of time. By considering how the brain works and why people behave the way they do, we start getting to the root of the issue; and new approaches to change management are already springing forth from the research. Here are seven insights you may like to consider before initiating your next change program...
Helping Clients Manage Change
Managing change in any organization, no matter how big or small, can be challenging. This article provides an easy to follow, step by step approach, on how to manage change.
The Role of Leaders During Change
The critical aspect of any change management program is face to face communication. The role of leaders during change is very different from business as usual. It requires a greater physical presence amongst employees to reassure them that their concerns are being heard at the top of the organisation and conversely that the CEO has the opportunity to find out what is really going on. The issue is how to make that happen on a consistent basis.
How to Influence Leaders When Driving Strategy and Change
The key to a successful change program is management and leadership commitment to the proposed strategy. The greatest challenge therefore for change managers is to ensure that leaders stay on message and do not waiver from the challenges ahead. Change is hard, whether you are at the frontline, or at the executive leadership level. Here are 8 tips to ensure that you have that leadership commitment to drive the change.
The 3 Key Reasons Change Communication Messages Fail
Given the number of times organisations embark on communicating change you'd be forgiven for thinking that they would eventually get it right. But many things get in the way, not the least of which is thinking that communicating change is easy and that what works in one organisation will work in another. Here are the 3 key reasons change communication messages fail and what you can do about it to ensure that your change messages get traction.
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