Oh the (virtual) ink that’s been expended on what we think of as Digital Transformation over the past 20 years! Understandably, given fast-paced and ever-morphing technology, what Digital Transformation means has changed over time too.
Research and statistics show that communications strategy and planning is still an area that many organisations can make big improvements in. In fact, a 2018 research study and report by Arthur J. Gallagher & Co states that 60% of companies don’t have a long-term communication strategy!
Change as the new norm requires organisational agility, an ability to capitalise on opportunities, deal with challenges, and disrupt rather than be disrupted. This is what we talk about in the business change world in terms of internal capability and change readiness.
Afiniti’s Change Readiness Assessment tool is built around six ‘levers’ that we see well developed in organisations that are change ready. One of the levers outlines whether there are clearly understood business drivers for change. That makes sense – we’re increasingly finding that those impacted by a forthcoming change want to understand not only what the change entails, but also why it’s being implemented at all.
We’ve had a lot of positive interest in our recent blogs focusing on the hot topics of Agile and agile. But we’ve also heard from a number of clients and readers that there’d be real value in demystifying and decoding Agile terminology or jargon. So, here goes!
Originally posted in 2015 and a firm favourite amongst our readers, this article has recently been updated.
There are many contributing factors which determine project success, but in large programmes an easily-followed, robustly-integrated planning process is a must.
The previous two blogs of this series Showing up as a Change Leader and Preparing Yourself as a Change Leader, we explored the ways to prepare ourselves, as well as the things we can do, to make a difference when leading our teams and organisations through change. In the final blog of the series I’m going to reflect on the practical and pragmatic things you can do which build sustainable change leadership.
If I could travel back in time to visit myself 10 years ago when I was first embarking on my journey as a business change professional, these are the pieces of advice I’d share with my rookie change-leader self.
Using our creative and innovative approach to delivering change, we enable and equip your people to progress through every step of the change journey.
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