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,…
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…
Moving hearts and minds
If the numbers of people in the UK attending and watching the London 2012 Paralympics Games is a valid indicator, then prejudice against individuals with disabilities should be under increasing…
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…
No-one in the business seems to be standing up to take ownership of the change
If change is to stick, the business must take ownership of the change products – make them their own. This means that the business must be engaged from the start…
We are asking people to change their way of working day-to-day. How do we make that happen?
Directed change brings discomfort for most of those on the receiving end of the change – at least in the short term – and usually means their doing something wanted…