Making change stick by getting the whole team on board

“People don’t resist change. They resist being changed!” – Peter Senge.

No matter how capable a new piece of technology, or how necessary an updated process, if you don’t get the people who are to use the system on board, your change won’t stick. Read more

Afiniti Win The IOIC AWARD for Live Event: Internal

Afiniti is delighted to announce winning the Best in Class for Internal Live Event at the annual IoIC (Institute of Internal Communications) Awards Presentation held at the Park Plaza Riverbank in London on Friday 25 September. The winning submission represented the design, development and execution of a SAP Global Summit for Maersk Oil, bringing together their SAP community to get behind the vision, encourage global function collaboration and knowledge share and provide learning opportunities, to optimise business value and investment in SAP. Read more

Essential Elements of a change management strategy

“Whosoever desires constant success must change his conduct with the times.” – Niccolo Machiavelli.

The constant struggle to stay ahead of the competition means that all businesses must constantly change with the times in order to keep up with the competition, adapt to evolving customer demand and keep up with digital trends.

Often, new technology is seen as a solution to these issues, for instance the rise of contactless payment cards on the London Underground. This is an example of a company adapting to changing times by improving process and technology.

This is all well and good and in this case has been heralded as a great success, with usage growing month on month, but what about other companies who roll out a major change without focusing on the most important aspect of change – the people? Read more

The impact of storytelling on your change programme

Storytelling is one internal communication trend that keeps on gathering pace.

Everyone likes a good story, and stories can be useful when explaining basic truths, whether it’s one of Aesop’s fables or as a tool to help support a change programme. This article looks at some examples. Read more

The emergence of immersive learning

Upon hearing ‘immersive simulation’ you might think about unflattering virtual reality helmets, Sim City or any other gamer role play, but immersive learning is becoming a ‘game changer’ in corporate learning.

Immersive simulation is effective in embedding learning as it allows the learner to act in a real life situation with guidance and without all the consequences. Read more

Five principles of good project governance

When running large change programmes, good governance is what will protect investment, provide assurance and give control to the organisation whilst allowing the project teams to get on with the job in hand.

Less effective governance often occurs in two extremes; either the organisation forces projects to adopt exhaustive measures and assurance reviews which burden the project and increase resources or at the other end of the spectrum projects start organically, occasionally pushing out progress reports to a few stakeholders and are generally viewed with suspicion by their organisation and struggle to get decisions made.

So how do we get the balance right between the bureaucratic stranglehold of the organisation and the renegade project? Read more

The Social Network: Discovering informal change leaders

When undertaking a change project, whether it be technological or process based, we always look to build a change network to act as champions for the cause throughout the organisation.

The obvious choices for these roles are usually senior leaders, line managers or team leaders, however there is an untapped resource hidden in the formal organisational structure.

Formal business leaders are the natural choice to be change champions but what about the influencers within teams, departments or business units? These types of people tend to be (but not always) the more experienced in the company, typically social within groups and well respected and trusted amongst their peers. Read more

Business Change Newsletter August

In this month’s issue: Tackling resistance to change and driving cultural change as the basis of a change agile business.

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Choosing communications for business change part 3

The first and second parts of this series were all about considered use of creativity and innovation and how to choose communications channels.

What stands above all of this, is the story of the business and its future, which can be told through creative communications and branding. To get the strategy right in the first place and build your overall story, you should consider the following statements.  If the answer is yes, to them all then you are good to go.  If not, then you might want to develop an action plan to tackle some of the issues highlighted. The impact of communications and engagement is being measured throughout to make sure efforts are correctly focused Read more

Choosing Communications for business change part 2

How do you pick the right channel and get the best result from your communications?

There a great many communications channels available to most organisations – all with their own pros and cons. However, it’s easy to make your decisions on some pretty general statements, but when it comes to change programmes, there’s more to consider. Read more