For the second year in a row, Afiniti has been ranked among the very best, in the FT’s annual report which focusses on the UK’s top Management Consultants.
Published by the Financial Times, in partnership with Statista, the report is the result of painstaking analysis of nearly 5000 management consultancies across the UK.
In this series we’ll be exploring what it takes to be a leader of change: the skills and competencies that you need in your toolbox; the big, and little, things you can do as a leader to drive, implement and deliver change. And starting here, I’ll be sharing my top tips on preparing yourself as a change leader.
Organisations come together for a variety of reasons including, joint venture, merger, takeover, or a project with different stakeholder groups. In all of these scenarios we have people joining forces from different starting points, methods and expectations, to work towards an aligned outcome.
In a previous blog we explored what it means to work with an agile mindset– to be nimble and flexible – ready to pounce on opportunities, or to change course to avoid inevitable problems and unnecessary cost. Now we’re thinking specifically about Agile Methodology and what that means for the end user of new systems and business processes.
Change is the new norm
The business landscape looks very different now compared to ten years ago. Continued advances in technology and changing consumer demands are bringing major disruption to the way most sectors and industries operate. In addition, there has been a shift in the workforce with an influx of tech-savvy millennials entering the job market with fresh expectations and often disruptive thinking around how things should work. More than ever, business leaders face a constant challenge to sustain and evolve their business to remain relevant, profitable and ahead of the competition. Read more
In previous blogs in our Culture Series we’ve looked at five reasons why organisations should pay more attention to culture during change initiatives, and a ‘four lever’ model by which we can understand and work with culture – suggesting that this may be a more useful approach than seeking a precise definition of organisational culture. In this blog we’ll highlight five lessons we’ve learned about how you can work with these levers to effect a change in culture. You’ll find that reading the previous blogs in the series will help you make sense of this one. Read more
In the previous blog in this series we highlighted five reasons why organisations should pay more attention to culture in change initiatives. But what do we actually mean by culture – or, perhaps more usefully, how can we think about culture in a way that lets us address it?
So, culture – what is it?
With over 30 years’ consulting and industry experience under his belt, there’s much to learn from Nick Smith, Business Change Director at Afiniti, so we sat down for a chat and I asked Nick some questions about his career to date.
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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