The credit control system introduced into the retail part of a chemicals division
The credit control system introduced into the retail part of a chemicals division was widely regarded in IT, and other parts of the business, as a good example of a…
A major retailer had introduced a new, heavily computerised system
A major retailer had introduced a new, heavily computerised system for buying and distributing ambient temperature goods. The buyers were resisting the implementation, and constantly identifying shortcomings in the process,…
Financial services client needed to ensure that senior managers understood the importance of their role and what they had to do to bring about the necessary change
A major company in the financial services sector was faced with a significant challenge. Following a merger, it needed to ensure that senior managers understood the importance of their role…
Director of wealth management in a bank was handed an unmanageable portfolio of work
A newly appointed director of wealth management in a bank was handed an unmanageable portfolio of work. He attempted to gain agreement from the management team on prioritising projects. This…
Improving clients capability in marketing
The exposure of our higher education institutions to a more competitive marketplace led a client to focus on improving its capability in marketing. The faculties were enthused by the potential…
We have helped many organisations identify and deal with the ‘people’ challenges of change
A newly appointed director of wealth management in a bank was handed an unmanageable portfolio of work. He attempted to gain agreement from the management team on which projects to…
Our stakeholders have potentially conflicting perspectives and priorities regarding the change – what should we do?
Individuals have their own motivations and agendas. This is not the result of malevolence or deliberate troublemaking – it’s just the way things are. In order for change to happen…
Why has the great, early commitment faded?
Gaining commitment and maintaining impetus are fundamental to implementing successful and lasting change. After the initial surge of activity in creating the change vision there is a real risk that…
How can we know if the change is really on track to deliver its benefits?
There are two concerns that require resolution here: “Are we doing the right thing?” and “Are we doing it right?” Central to addressing the first of these is a compelling…
How can we prevent the business being drowned by ‘too much’ change?
When you are deeply involved in managing a change journey it is easy to overlook the fact that a very significant amount of change can be happening in a single…