The Performance and Change Model, developed in 1992 by two organisational change consultants, is a tool used to understand an organisation’s component parts and how they relate to each other in a time of change. A common reason for a change initiative failing is all areas...
SIPOC diagrams are an excellent tool to use at the very beginning of a change strategy. Too often change leaders initiate the change process without sufficient planning, and the change is destined to fail before it has begun. Alternatively, the change can still be successful...
When preparing an organisation for a change initiative there are many mistakes which are often made. Change initiatives often fail due to a lack of preparation, and hence never had a chance of succeeding. One common mistake is to treat the initiative in isolation from...
Due to rapid and unpredictable changes to the economic and political environments, traditional long-term planning methods have become less effective in recent years. For this reason, scenario planning, whereby various future scenarios are predicted and planned for, has become a popular approach. The ideal outcome...
Not only does a successful change strategy require good planning, but also the drive of a good leader. Change leadership is a specific type of leadership that is required to ensure a change strategy is supported throughout the organisation and everyone understands what is trying...
Getting your team, stakeholders, senior management etc. on board during the change process is commonly cited as the secret to making the change initiative a success. For this reason, leaders who can encourage their peers to not only accept change, but embrace a change initiative,...
Change strategies have a remarkably high failure rate, as high as 70% according Ken Blanchard's 2010 report, "Mastering the Art of Change". This means more often than not a huge amount of resources are wasted attempting to implement change. Therefore, assessing the likelihood of a...
Change is vital for survival in competitive modern markets, that is certain, however, when, what and how to change is not always as clear. Deciding the specifics about what change to pursue is a task all leaders must undertake at some point, and can have...
The McKinsey 7-S framework was developed by two consultants working for McKinsey & Company in the early 1980s. The authors believed that traditional organisational change models placed too much focus on structure and strategy, and the consequences of this were that other important elements of...
It is important to differentiate between change management (the tools, processes and techniques used to help people progress through change), and change leadership (the style, attributes, values and behaviours of the person creating the momentum). The two processes are vital to implementing a change strategy,...