A change leader has two very clear spheres of responsibility. The first, and most visible, is the onus to get organisational change up-and-running and then see its expected outcomes met through employing project management skills. The second is as a people manager. Many a change leader has neglected this second responsibility, placing most efforts on… Read more

Cultural complacency kills corporates. Kodak is the example that most change management specialists quote − myself included. Its new CEO, George Fisher, was simply too late to save Kodak from itself. In more recent times, Nokia suffered an almost identical fate. Faced with falling sales and collapsing profits, it charged Stephen Elop with the responsibility… Read more

It was John Kotter who highlighted the need for urgency when making organisational change. Without a sense of urgency v complacency needed fuelled by a desire to meet objectives, it is likely that change objectives will be missed and, in the worst case scenario, the company will fail. It is when complacency takes hold –… Read more

It’s easy to speak about common mistakes, but much harder to avoid them for effective change management. For a person who wants to lose weight, a common mistake is to treat themselves to a cream cake and promise to work it off at the gym later. Avoiding this is relatively easy: don’t walk past the… Read more