Archive for the ‘Change Management’ Category
Thursday, April 16th, 2009
During a week of holiday by the sea I’ve been reflecting on what it takes to get individuals and organisations out of their old habits and into a better place.
My brother is considering changing his job and has a great opportunity to do something really rewarding and stretching. He was at the stage where he risked convincing himself that the Status Quo was the better option until, over the course of a bottle of single malt, we fully explored the benefits of change.
Whatever change we might consider there are plenty of roadblocks and diversions. Whether it be giving up smoking, tackling underperforming teams, or transforming a whole organisation.
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Tags: Change Management
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Thursday, April 9th, 2009
I’ve been reading a book that has been around for some time but I hadn’t got round to reading.
“Maverick” by Ricardo Semler describes Semler’s journey from taking over his father’s business in 1980 to turning it into the successful business it is today. The journey has not been an easy one but his determination to run his business in a way that has been way ahead of its time is a refreshing read.
In the world of leadership development, the ideas on how he leads and manages his business are not new. What is unusual and refreshing is the commitment to and tangible evidence of success in a manufacturing business based in South America.
Tags: Maverick, Semler
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Wednesday, March 4th, 2009
Why Do Change programmes Fail ? – A subject close to my heart!
I have had the good fortune to work with some great companies and achieve some fantastic results with them using lean and Kaizen methods. The problem is that when I’ve returned some time later for the next round of improvements, I have found that changes and principles implimented have slipped, or even disappeared altogether. Why on earth after all that effort, soul searching, creativity and sweat have the benefits won been allowed to evapourate ?
It seems to me that big part of the problem is that senior and middle management have pretty busy days plus priorities and objectives that aren’t aligned to improvement programmes, which can be “added on” when crises hit.
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