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.
Experienced change leaders know that successful delivery is a bit like riding a wave; they will adapt to the challenge, assess the risk, and embrace the uncertainty of the ride.
If the secret of change is to focus energy on not fighting the old but building on the new, what is it that enables some organisations to accelerate where others falter?
Company acquisitions are a well-worn, highly trodden path. They are also notorious for their failures.
As organisations have delivered a significant amount of change in a very short period of time, moving to distributed teams and yielding impressive outcomes that may give rise to a reworking of work.
Many of us can relate to not enjoying the standard 9-5 workday, but with flexible working and increasingly long days rapidly taking hold in the workplace, has it had its day?