The major reason any project is given a green-light by executives is they deliver benefits to the business. So why is it that so many projects fail to deliver their identified benefits?
Any major change program brings with it stress and uncertainty for the people impacted. They are nervous about the unknown and unsure of their futures and whether they will be able to survive and thrive in the proposed new world. To get everyone to accept the changes, and actively participate, you need to lighten the mood and increase engagement using some fun change strategies. Here are ten strategies that were hugely successful in a recent major program of work. Continue reading “10 ways to put fun into your change program”
The way we teach entrepreneurs is changing radically and this new approach of Embedded Learning will prove to be as disruptive for businesses and education as Uber is for the taxi industry. Continue reading “Embedded Learning – disruptive education for entrepreneurs”
Building a successful change management program is all about sweating the small stuff. As people going through change and move from where they are today to where you want them to be, you need to ensure they are ready, willing and able to operate in the new world. This means using the right building blocks to achieve success.
At one time or another we have all had that boss that we could never seem to please. They seemed to challenge everything we did and kept us going from pillar to post trying to figure out how to satisfy them. You may have muttered a couple of words under your breath which are probably unprintable here as they continually reminded you that your work was not up to scratch, demanding you start again and get it right this time! All you wished for was a nice easy going boss. But that #$^% of a boss may actually have been the best thing for you. Continue reading “Is your boss too nice?”
Change management is often referred to as a soft discipline and its disciples as tree huggers. The tangible benefits it provides a project are frequently questioned with many a senior executive, and yes even CEOs, dismissing it as an unnecessary part of delivering a project. No wonder McKinsey Consulting research found that over 70% of projects fail to deliver their original benefits. The science behind change now demands it be given greater attention when planning any project. Continue reading “The science behind managing change”