Shadow IT has plagued IT teams for a while now and employees won’t stop using multiple apps any time soon.
Despite this, change management can help to mitigate and identify risks and help with introducing new technology.
It’s our experience that many companies are actually in the dark about how many apps their staff are using and therefore where the security risks lie. There’s also no real way of stopping employees seeking solutions of their own. After all, they are now working remotely from different devices, so using a variety of apps like Google apps presents a quick solution. Read more
In this edition:
Starting a business change programme? Avoid the common pitfall.
Jay Dixon joins the team as Business Change Director.
In my last blog, I wrote about London buses going cashless, and how that change was pushed through, even though 67% of people who responded to a consultation were against it.
This made me think, how do I, myself, react to change? I’m a Change Practitioner! Am I more open to change than most? Would I be in the 33% that were for cashless buses? Do I embrace change?
Do I heck! I have come to the conclusion that when it comes to change, I can be really stubborn. Worse, when I think that a change has been done badly, I can actively fight against that change. I do this to punish those who have implemented it. I’m starting to think that I may have a problem. Read more
Sometimes change takes place whether it is popular or not. At 04:30am on the 6th of July, London Buses stopped taking cash.
Transport for London (TfL) ran a consultation period, and while 67% of respondents (customers) were against the idea, it was implemented anyway.
The changes mean that customers need to have a valid Oyster Card, or contactless debit card in order to use the bus. TfL outlined the benefits of doing so as follows: Read more
Middle managers often get a bad press but those of us working in business change know that they can be a big asset if involved and engaged the right way at the right time.
Now that learning often takes place outside of the classroom and is more personalised, it seems that Training Gap Analysis might be on its way out – to be replaced by Competency Gap Analysis.
Using our creative and innovative approach to delivering change, we enable and equip your people to progress through every step of the change journey.
Address: Dowgate Hill House, 14-16 Dowgate Hill, London, EC4R 2SU
Telephone: 0845 608 0104