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…
Some observations on the Stafford Hospital report
At a time when Danny Boyle’s opening ceremony has led to much overseas interest in the National Health Service (NHS) model, the report from the inquiry chaired by Robert Francis…
Followers or leaders – who is more important?
Is this a twist on “Which came first the chicken or the egg?” Maybe, but one thing is clear, unless there is someone willing to follow there is no leader;…
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…
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…