Insights

Several years ago, I worked with a senior leader at a top, global company who had taken the helm of one of the largest organizational changes in the company’s history. He had, in fact, put his long tenure and reputation in the company at line by taking on a transformation of a magnitude and impact that the organization had not experienced before. At the start, this leader generated great enthusiasm for his vision for change and quickly garnered the support of a team of other

Over the past decade, the pace of change has increased ten-fold. The past few months have flipped our lives upside down. This incredibly volatile and uncertain environment has undermined the effectiveness of long-term forecasting and traditional strategic planning . Technological advances and push towards digital transformation have forced companies to rethink their operating models, structures, and how they can best serve their customers while optimally harnessing the creati

As described in Part 1 - Understanding Resistance of this 2-part Post on " Is your Organization Ready for Change ?", for organizations going through major change, resistance is unavoidable and can quickly derail all productive efforts if left unchecked. To successfully prepare for resistance, it is important to identify the two main sources of resistance: Individual-level Resistance : At an individual level, the causes are plenty and understandable. These are rooted in human

Let’s just face it: Change is hard! And managing change is even tougher . For many organizations that aim to transform, internal resistance to change is their biggest roadblock. Resistance comes in all types and can come from all levels of the organization - from those who are directly to even those who may be indirectly impacted by the change effort. For example, re-structuring of an HR department in a company may not only bring up resistance from within that department, but

High performing teams and organizations cannot exist without an overarching drive towards a high performing culture that values trust and transparency. It is imperative for companies to provide a space that allows people to be vulnerable, to feel safe and above all to feel that they can trust the people they work with and for. According to the motivational speaker Simon Sinek, what distinguishes successful organizations which thrive during bad economic times is that the peop

On a popular TV game show recently, two teams competed to make the best product presentation for the top executives of a company.