If you want to build sustained change capability…you will be limited or uplifted, by the hallmarks of your team or organisational culture.
BUT, what you’ve been told about “creating a change ready culture”…likely confuses being ‘in motion’ with ‘taking action’.
Read More"Seeing is believing". And within the organisations we work with, people want to believe; believe in the purpose, believe in their leaders, believe in their own personal convictions about this place that they've decided to commit the majority of their waking hours towards.
When we illuminate our decision-making process, we make our leadership of change believable. That's because we're not just shedding light on the outcomes; we're spotlighting the rationale, the inclusivity, the rigour, and the alignment with organisational values that underpin those outcomes. We’re demonstrating how decisions align with the change objectives and how they contribute to the broader vision of the organisation.
More importantly and on the flipside...in the absence of being told the story, people will make up their own!
Our Sixth Principle of Change is "Make decisions visibly", so this article spotlights some of our favourite decision-making tools and pragmatic tips on how to give a sense of visibility for even the most sensitive of changes.
Read More"Nice idea...but that doesn't work here"
Fair enough, it's your organisation and your culture...so I'll believe you. But I also take guidance from a Thomas Edison quote: "I have not failed. I've just found 10,000 ways that won't work." Neither of us has time or budget for 10,000 failed ways, so let's run some well thought out change experiments and get successful change happening sooner and smoother! In this article I introduce our Fourth Principle of Change, which is underpinned by creativity: "Learn Together through Experimentation." I lay out my top five Change experiments (aka: spoiler alerts for working with me...) and give ways to get started in even the most conservative environment.
If you've got a poor change culture or the 'bad vibes' are still lingering in the hallways from the last organisational change, then I'd argue you can't afford to ignore creative approaches to change; reasons stands that if you do the same things, you'll get the same results. #changeleadership #leanchange #leadership
Read MoreIf you want to make global impact, then you have to think big. Prof. Bent Flyvbjerg is someone who has spent more time than most, thinking big - mega even. I find his work a fascinating touchstone for my own work with leaders and organisations, especially the ones who need to compete where it's big and complex. Thanks to a recent Sydney Business Insights event, I got brought up to speed on his most recent work "How big things get done", looking at the common failure points and success factors behind over 16,000 major global projects.
Read MoreAfter dialling up the emotion on my goodbye post, thought I'd close off my escient journey by reflecting on my top three invaluable lessons learned from being 'front and centre' to service design, digital transformation and change.
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