When is a transformation a transformation? For executive leaders looking to drive meaningful change, it’s crucial to recognise the difference between technology projects and technology-enabled transformation.
Transformations, by nature, have significant change impacts on an organisation as they are not so much an evolution, but a revolution. The people in the organisation need more to get behind a revolution.
Hybrid working environments are here to stay. As leaders and their people find ways to help remote and co-located teams work productively together, managing change remains challenging.
With a potential recession on the horizon, tight labour markets, rising inflation and the cost of doing business, organisations are more concerned than ever about fostering a culture for change and resilience to help their workforce navigate the ambiguity and pressure to come.
It’s no secret that the pace of change is climbing at a rapid rate. During disruptive and uncertain times the need for rapid, successful delivery is placing unprecedented demands on organisations, their leaders and the people that make it happen
How can leaders assess how capable or willing their teams are to embrace change? Having buy-in on the ‘why’ of change can often be challenged by teams' readiness – and willingness – to adapt.
Change is difficult to communicate well and puts us all in the same boat whether or not we all want to be. But are we all rowing in the same direction and how do we put all our effort into navigating the rough seas ahead?
Has change management’s role shifted from a ‘nice to have’ to a need to have for organisations that continue to adapt to a VUCA world?
By its very nature, change is difficult. A close look at any successful change scenario in business will show that the success was the result of focusing on anticipating and managing change impacts to both the business and its people.