Agility – moving beyond the buzzword

Why adopt an agile mindset?

A lot of our clients appreciate the benefits of adopting an agile mindset, as well as agile working practices.  And this makes a great deal of sense, after all, we’re living in an age of major business disruption and innovation.  Modern business must deal with a plethora of challenges, from regulation, compliance and new technologies, to the economy and exploitation of big data.  Most of these challenges can also represent opportunities, if you’re in the right shape to take advantage of them. Read more

How does change management fit with project management?

There is, understandably, some confusion about how change management activities sit alongside project management.

After all, project management provides for comms and learning, so what’s the need for additional change management? 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

Person-Centred Business Change

How many therapists does it take to change a light bulb?  Apparently just one, but the bulb must want to change.  The old ones are the best – but maybe there’s something here for us in Business Change.

The Person-Centred approach to therapy was developed by Carl Rogers.  Crudely, at the heart of his thinking lies the belief that if people feel secure – safe and valued – they’re more likely to be able to embrace change, and effect it for themselves.  Intuitively, this makes sense, and evidence over decades now can be produced to support the contention.  Rogers identified three ‘core conditions’ that would characterise the attitude of the therapist to the client in effective working: congruence (being genuine); empathy (a deep understanding of what the client is feeling); and an unconditional positive regard for the client (acceptance). Read more

Why do we cringe at corporate values?

Ask someone to recite their organisation’s values and the chances are they’ll look embarrassed. They might say “integrity” or “trust,” using a comedy boardroom voice to show they don’t really buy into it all.

But corporate values are shown to work, providing guiding principles for employees and reassurance for customers.* Read more

Putting your team on the map

Is your team not getting the recognition and place within the business it deserves? Then you could benefit from team branding.

When we think about successful branding, we often focus on how it inspires loyalty from an external customer base. Read more

Building trust in times of corporate change

During business change, there can be great uncertainty and trust becomes more important than ever before. So how can we reassure and engage employees?

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Using the power of leadership and change to tackle Tesco’s crisis

If there’s one thing Tesco’s reporting meltdown tells us, it’s that the only way to stay profitable is to be open, transparent and accountable – without trust, profits are in trouble.

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