Peter F Gallagher

“For the change to be successful, organisational silos must be eradicated quickly and ruthlessly. This is one change sponsor task that cannot be delayed or evaded”

Organisational silos refer to the separation of different functions or departments that essentially operate independently to some degree.  Silos are formed when a leader of a department and its employees develop more loyalty to a specific group than to the wider organisation. Over time, employees within these silos become insular and distrustful of other employees and departments. They lose sight of the overarching goal of organisational success and instead focus on departmental goals. Silos cause high deficiencies in operating performance and limit the value the organisation can create. Customer relations could also be damaged if they see this silo mentality and start to think that the organisation is dysfunctional or simply incompetent. Lack of intervention from other leaders (and the sheep that follow them) allow this to happen. The narcissistic and deluded leaders that create these silos damage and corrupt the organisation.

The inherent problems that silos cause during normal day-to-day operations make successful change and full employee change adoption highly unlikely. Some of the problems that silos cause are:

~ Poor Communication: Silos make it difficult for organisations to have good communication, which is essential for a high performing organisation. Poor communication usually results in business problems. Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders.

~ Limited Collaboration: Silos make it difficult for collaboration to occur across the organisation. Collaboration is a key success factor of a high performing organisation, enabling good productivity and team working. Collaboration involves multifunctional teams working together, sharing resources and expertise across the organisation to develop new solutions and ways of working. Strong collaboration is a non-negotiable enabler of successful organisational change.

“Change implementation cannot afford the luxury of organisation silos, the leaders that create them or the behaviour that tolerates them”

Extract from: Change Management Sponsorship - Leadership of Change^®

Change Management Body of Knowledge (CMBoK) Volume 7

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

• Change Management Fables - Leadership of Change^®  Volume 1
• Change Management Pocket Guide - Leadership of Change^® Volume 2
• Change Management Handbook Volume - Leadership of Change^® Volume 3 
• Change Management Leadership - Leadership of Change® Volume 4
• Change Management Adoption - Leadership of Change® Volume 5
• Change Management Behaviour - Leadership of Change® Volume 6
• Change Management Sponsorship - Leadership of Change® Volume 7
• Change Management Gamification Leadership - Leadership of Change® Volume A
• Change Management Gamification Adoption - Leadership of Change® Volume B
• Change Management Gamification Behaviour - Leadership of Change® Volume C

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle 

Blog Source: Eradicate Silos Before Change Implementation

10th Critical Organisational Change Implementation a2BCMF^® Step - Sustain Phase

Definition: This step is about Sustaining and Closing the change after the organisation and employees have made the transition to the ‘B’ state.

“One of the most difficult tasks in change management is to sustain the change, continuing adoption and aligning new behaviours with the organisation and employee scorecards to ensure benefits realisation”

Business Benefits: Even after adoption, the change needs to be sustained. Without sustaining the change, it may not stick or provide long-term benefits realisation. It is important to sustain the change by closing the programme officially with governance approval and by transferring ownership to operations.

Business Objectives:

Sustain: Ensuring ongoing benefits delivery and measurement:

~ Benefits Delivery, Transition and Sustainment.

~ Balanced Scorecard.

~ Individual Performance Plan.

Close: Completing administrative activities and formal closure:

~ Lessons Learned.

~ Knowledge Transfer.

~ Transfer of Ownership.

a2B Change Management Framework^® (a2BCMF^®): The a2B Change Management Framework^® (a2BCMF^®) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.

“For the change to become normal operations, leadership needs to support the employees, so they have the motivation and discipline to sustain the new way of working”

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

• Change Management Fables - Leadership of Change^®  Volume 1
• Change Management Pocket Guide - Leadership of Change^® Volume 2
• Change Management Handbook Volume - Leadership of Change^® Volume 3 
• Change Management Leadership - Leadership of Change® Volume 4
• Change Management Adoption - Leadership of Change® Volume 5
• Change Management Behaviour - Leadership of Change® Volume 6
• Change Management Sponsorship - Leadership of Change® Volume 7
• Change Management Gamification Leadership - Leadership of Change® Volume A
• Change Management Gamification Adoption - Leadership of Change® Volume B
• Change Management Gamification Behaviour - Leadership of Change® Volume C

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle 

Blog Source: https://www.peterfgallagher.com/single-post/a2b-change-management-framework-a2bcmf-step-10-sustain-and-close

More on Change Management Framework: https://www.peterfgallagher.com/change-management-consulting

Change Management Behaviour - Leadership of Change® Volume 6

Released on Amazon Kindle September 30th, 2021

 Change Management Body of Knowledge (CMBoK) Volume 6

Change Management Behaviour: Behaviour change is sometimes required for an organisation to successfully deliver change or transformations to achieve sustainable change and benefits realisation. To change these behaviours, the organisation must support employees through the change transition by implementing five key change behaviour life cycle steps: Recognise,Redesign, Resolve, Replicate and Reinforce using the a2B5R® Employee Behaviour Change Model.

"When focusing on employee behaviour change, there are five key life cycle steps that all change professionals should follow to support their organisation’s change management implementation. These are structured on the a2B5R® Employee Behaviour Change Model"

About the Book: This change management book focuses on how to achieve employee behaviour change which sometimes can be a critical part of successful organisational change. Sometimes a major organisation changes or transformation relies on employee behaviour change on safety, legal or financial compliance, improved customer service, following new processes or using new systems or there could be problems on bullying, fraudulent activities, etc. Occasionally if you do not change employee behaviour, you will not get organisational change.
The Leadership of Change® Volume 6, focuses on how to achieve employee behaviour change in a major organisation change or transformation using the a2B5R® Employee Behaviour Change Model. The a2B5R® Model outlines the five key life cycle stages of the change transition that change teams should take their organisation and employees through. The first stage is to get the organisation and its employees to Recognise there is a behaviour issue. Then the new behaviours need to be Redesigned, a Resolution made to implement them, then Replicatethem and finally Reinforce the new way. Change implementation focuses on aligning employees, processes, systems and leaders, it is also supported by the a2B Change Management Framework® (a2BCMF®).

Organisations are operating in an environment of rapid change and transformation, where success is dependent on employees adopting the new technology or way of working to improve operating performance and achieve the targeted ROI. The fact that successful implementation of the change or transformation is critical to the future viability of the organisation is sometimes not enough.

"Five critical steps that all change professionals should follow to support their organisation's change management implementation with a focus on employee behaviour change, structured on the a2B5R® Employee Behaviour Change Model” 

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

• Change Management Fables - Leadership of Change^®  Volume 1
• Change Management Pocket Guide - Leadership of Change^® Volume 2
• Change Management Handbook Volume - Leadership of Change^® Volume 3 
• Change Management Leadership - Leadership of Change® Volume 4
• Change Management Adoption - Leadership of Change® Volume 5
• Change Management Behaviour - Leadership of Change® Volume 6
• Change Management Sponsorship - Leadership of Change® Volume 7
• Change Management Gamification Leadership - Leadership of Change® Volume A
• Change Management Gamification Adoption - Leadership of Change® Volume B
• Change Management Gamification Behaviour - Leadership of Change® Volume C

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/kindle-book-published-september-30-2021-change-management-behaviour-volume-6

More on Change Management Behaviour Book: https://www.peterfgallagher.com/vol-6-change-management-behaviour

“Human behaviour is the most underrated element in workplace, social and environmental change”

Leadership of Change^® - Change Management Body of Knowledge (CMBoK) Volume 6

Behaviour change is a fundamental element and key success factor of employee and organisational change adoption. It is about facilitating and enabling the smooth transition of the organisation and employees from the current state ‘a’ to the future improved state ‘B’. Without full employee behaviour change, the organisation is unlikely to improve operating performance, achieve the targeted benefits or return on investment (ROI). The organisation’s investment will be lost, as will customers who expect continually improving products and services.

Behaviour change is something the change team, leaders and sponsor need to consider well before the start of training or before the change starts to be implemented. It must be a serious consideration at the early stage of change planning (a2BCMF^® Step 1 - Change Definition). The leaders of the organisation need to consider employee behaviour change as part of the leadership alignment process. The leaders and sponsor need to ensure the employees are prepared for the new behaviours with the right motivation to adopt the new way of working and sustain the change.

“If you do not change employee mindset and behaviour, you will not get organisational change”

About this book: This change management book focuses on how to achieve employee behaviour change which sometimes can be a critical part of successful organisational change. Sometimes a major organisation changes or transformation relies on employee behaviour change on safety, legal or financial compliance, improved customer service, following new processes or using new systems or there could be problems on bullying, fraudulent activities, etc. Occasionally if you do not change employee behaviour, you will not get organisational change.
The Leadership of Change® Volume 6, focuses on how to achieve employee behaviour change in a major organisation change or transformation using the a2B5R® Employee Behaviour Change Model.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: https://www.peterfgallagher.com/single-post/coming-soon-change-management-behaviour-leadership-of-change-volume-6

Change Management Behaviour: https://www.peterfgallagher.com/vol-6-change-management-behaviour

#LeadershipOfChange #ChangeManagementBehaviour #ChangeManagement

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Portfolio management is a coordinated collection of strategic processes and decisions that together enable the most effective balance of organisational programmes and projects. Organisations that do this effectively achieve the right balance between normal day-to-day operations and organisational change. In getting this capacity balance right, the organisation will usually deliver both the annual operating plan and the strategic portfolio.

“Unless the change programme is continually aligned to the organisation’s capacity it will be unable to deliver speedy benefits or value to the organisation”

Portfolio management includes the selection, prioritisation and control of programmes and projects which are aligned with the organisation’s strategy and objectives. The person responsible for portfolio management should ensure the organisation’s leadership team decides which programmes and projects to execute and resource. Execution is the key to a strategy’s success and having enough capacity is crucial to successful delivery. The objective is to align the right programmes and projects with an organisation’s business strategy to achieve a competitive advantage. The selection of the programmes and projects to be executed should follow predefined organisational assessment criteria. They should not be hunch and launch* projects or the pet project of the CEO. Typical assessment criteria include:

• Revenue Potential: What are the potential future profits and benefits?
• Investment Requirements: How much capital is required?
• Strategic Fit: Does this opportunity fit with the organisation’s current strategy?
• Implementation Effort: How much effort will this opportunity need, and do we have capacity to execute it?

“Organisation change capacity and employee workload are ignored in change implementation, until they become the reason for failure”

*Hunch and Launch Syndrome: A name given to the process of coming up with a change idea (hunch) and then introducing (launch) it into the organisation without strategic consideration or a plan on how the benefits will be realised. These ideas rarely deliver strategic change or sustainable benefits and are sometimes referred to as ‘pet projects’.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: Strategic Portfolio Prioritisation Funnel and Change

Change Management Handbook: https://www.peterfgallagher.com/volume-3-change-management-handbook

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“I am very proud to have been voted onto the ACMP Global Board of Directors by my fellow Association of Change Management Professionals® (ACMP®) - Sep 2021”

Thank you to all of the ACMP Global members who voted. I am really excited about this opportunity and to work with the BoD to 'lead the way change works'.

Congratulations to my fellow elected board members: Greg Voeller, Rich Batchelor, Dr. Kavita Sarwal, PhD, CHE, CCMP; and Felicia Vacarelu.

A big thank you to Steve Green and the ACMP UK BoD for all their support. It was great working with you all the last two years.

Change Management has always fascinated and excited me, it is my passion and when you find your passion your work no longer feels like work.

About ACMP - Vision & Mission

ACMP’s vision is to lead the way change works. Our vision statement reflects an aspiration to innovate and lead change practices, in addition to managing change. Our focus is on using our professional expertise to achieve business and organizational results.

ACMP’s mission is to serve as an independent and trusted source of professional excellence, advocate for the discipline and create a thriving change community. Our mission statement reflects our commitment to our members that ACMP will advocate globally for the recognition of the existence and value of our profession.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: https://www.peterfgallagher.com/single-post/acmp-news-board-of-directors-peter-f-gallagher

Author Publications: https://www.peterfgallagher.com/publications

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Change waits for no leader and both the knowledge and skills required for leading day-to-day operations are very different to the leadership of change.

Leadership of Change^® - Change Management Body of Knowledge (CMBoK)

The Leadership of Change^® encompasses practical change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework^®. The delivery vehicles are change management books, change management gamification manuals, change management gamification workshops (face-to-face/virtual), leadership alignment workshops and masterclasses.

“If more employees were better leaders of change, the organisational benefits would be endless. We enable the Leadership of Change^®”

The Leadership of Change^® is both thought leadership and a suite of tools to propel you from where your organisation is right now, the current ‘a’ state, to where you want to be, the future ‘B’ state. The Leadership of Change^® will help you to implement your organisation’s change or improvement and achieve a 100% return on investment (ROI) with full employee adoption, enabling you to secure future profit and remain ahead of your competitors. Truly great Leadership of Change^® combines thoughtful strategy alignment of your leadership team and change leadership skills to lead employee change adoption and employee behaviour change.

Leadership of Change^® Volumes: The Change Management Body of Knowledge volumes are intended to be leading practice in organisational change management and implementation, which supports strategy execution. They are based on the author’s work, with over thirty years of organisational change implementation, transformation, and business improvement experience in over thirty countries.

Volumes 1 - 7 focus on learning about the practical implementation of change management. The books cover Change Management: Fables, Pocket Guide, Handbook, Leadership, Adoption, Behaviour and Sponsorship.

Volumes A - C are workshop manuals that focus on using change management gamification to learn about change leadership, employee change adoption and employee behaviour change.

Peter consults, speaks, and writes on the Leadership of Change^®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: https://www.peterfgallagher.com/single-post/change-waits-for-no-leader

More on: Leadership of Change^® - Change Management Body of Knowledge (CMBoK) Volumes https://www.peterfgallagher.com/publications

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9th Critical Organisational Change Implementation a2BCMF^® Step - Sustain Phase

Definition: This step is about the organisation and employees making the transition from the current state ‘a’ to the future state ‘B’, leaving the old ways behind and adopting the new way of working and behaving. It is confirmation that they have fully accepted the change, both in mind and in heart. It is agreement that the new way of working is more efficient and benefits both the organisation and customers, which is part of the organisation’s future DNA.

“For change adoption to be successful, leadership needs to ensure employees are supported to develop the new skills, behaviours and motivation that deliver improved future organisation performance”

Business Benefits: Without high employee acceptance of change adoption, the benefits of the investment will not be realised, and the organisation’s long-term survival may not be as secure.

Business Objective: To achieve a high level of user adoption of a new system, process or way of working by developing the employee’s new skills, behaviours and motivation. This should be supported by the sponsor and leaders, with good communication and ongoing strategic alignment.

a2B Change Management Framework^® (a2BCMF^®)

The a2B Change Management Framework^® (a2BCMF^®) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.

The framework is based on over thirty years of international change experience and brings together leadingpractice in change, people and programme management. The structured programme approach, processes,techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. Itrequires a holistic approach and some steps can be performed simultaneously.

“Organisational change adoption must be made easier than keeping the old ways”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: https://www.peterfgallagher.com/single-post/a2b-change-management-framework-a2bcmf-step-9-adoption

More on Change Management Handbook: https://www.peterfgallagher.com/volume-3-change-management-handbook

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Change Management Leadership - Leadership of Change^® Volume 4

Change Management Body of Knowledge (CMBoK) - Volume 4

Model the new way

“The organisation will adopt change when leaders show and model the new way”

Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change:

1. Articulate the Change Vision.
2. Model the New Way.
3. Intervene to Ensure Sustainable Change. 

“Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change”

2. Model the New Way: The second main responsibility for the leadership team in implementing their organisation’s change is to ‘Model the New Way’. This is about making the leader’s change vision a reality by modelling the new way of working. Without the execution of the change vision by leaders, the organisation will not move from the current ‘a’ state to the improved future ‘B’ state. To make this happen, the leadership team are effectively and proactively involved, and responsible for three important subset activities. They must involve employees in the change design and model the new skills and behaviours to enhance the employee change experience. These responsibilities cannot be delegated, they cannot be sent as an e-mail instruction, and they are not the responsibility of the change team. As the leadership team fulfils these responsibilities and associated activities, there will be a profound positive shift in change implementation progress. The employee’s change transition experience will not have been one of stress or worry. They will feel that they were made aware of the change early, understand the business reasons for the change, have been involved in the change design and have the capability to operate at the new way of working. Resistance is therefore reduced, and adoption maximised.

About the Book: Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change. Leadership of Change® Volume 4 is a change management leadership book that outlines what should be done to successfully implement organisational change to ensure a return on investment, full employee change adoption, and sustainable change. Until recently, an organisational leader or manager could just focus on normal day-to-day operations, handing off change management and implementation responsibilities to other people.

Organisational change management, transformation, and improvement have become permanent features of the business landscape. Leading change can be one of the most difficult burdens of a leader’s role, but shareholders of organisations are now starting to demand that the leaders have Leadership of Change^® capability. This book outlines the three critical leadership of Change^® responsibilities, structured on the AMI^© Change Leadership Model: ‘Articulate’, ‘Model’ and ‘Intervene’ to ensure sustainable change. Change implementation is also supported by the a2B Change Management Framework® (a2BCMF^®).

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: https://www.peterfgallagher.com/single-post/change-management-leadership-responsibility-one-of-three-articulate-the-change-vision

More on Change Management Leadership Book: https://www.peterfgallagher.com/vol-4-change-management-leadership

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An organisation’s strategy is a result of the strategic planning cycle, where the mission and vision are translated into a strategic plan within the restrictions of organisational values. Organisations build a strategy to define how their vision will be achieved. The strategic plan is subdivided into a set of organisational initiatives:

1. Mission: Defines why we exist and is usually a short and simple statement used to communicate the purpose of an organisation. For example, “…be a global leader in providing our customers with products and services with superior quality and value…” Business improvement could be one of the organisation’s enablers to make this happen.
2. Values: Represents the core priorities and values of the organisation’s culture, as well as what drives their philosophy, principles and how the organisation truly behaves. In terms of business improvement, this could mean the organisation is committed to constant and ongoing improvement in everything they do.
3. Vision: Aspiration statement of what the organisation would like to accomplish in the future. It is intended to serve as a clear guide for choosing current and future courses of action, mid-term or long-term. An example, “Our Vision is to put joy in...” Business improvement could support the vision by providing internal capability to drive performance and product quality that will differentiate them from the competition.
4. Strategy: Intended solution to improve the client's organisation, from their current state 'a' to their desired and improved state 'B'. It is the organisation’s action plan to achieve its business goals and objectives. The detailed portfolio, programmes and projects are developed, approved and resourced at this stage to close the 'a' to 'B' gap.
5. Balanced Scorecard (BSC): Strategy performance management tool introduced by Kaplan and Norton. It can be used to measure the organisation’s activities in terms of its vision and strategies, providing the CEO and Board with a comprehensive view of business performance. It has four key interdependent elements and improvements should be focused on each one:

• Finance: Identify a few high-level financial measures that clearly indicate how well the company is doing, with revenue and expenses.
• Customer: Key issues are customer satisfaction and focus on the delivery of products, services, customer service and as always cost, quality and schedule.
• Learning: Focus on employee training and capability and how that impacts both individual and corporate improvement. Business improvement fits really well within the BSC as it can improve both employee skills and improve their ability to impact the other three elements.
• Processes: Focus on internal business processes and measure if they are effective and efficient in terms of delivering to the customer.

6. Portfolio: The strategy will define the portfolio of programmes and projects that the organisation will implement to deliver improved business results, enhance products or services, improve quality, schedule and finance performance. Business and process improvement could be one of the programmes to help enable the delivery of those business goals and objectives.
7. Annual Personal Performance Plan:Individual improvement targets are the vehicle to support personal development planning, but they also allow the organisation to link learning to their strategy. They should be SMART, linked to the BSC and the business improvement programme and projects.

"No matter how good an organisation's portfolio of improvement programmes and projects, strategy execution is still likely to fail due to employee resistance, lack of communication and poor leadership alignment challenges”

The goal of linking portfolio management to the organisational strategy is to establish a balance between change programmes and normal day-to-day operations outlined in the operating plan. Having too much change could inhibit the organisation from achieving its wider goal. Failing to achieve the resource balance could impact both efforts to successfully execute change programmes and normal operations. Once the above strategy is in place, the portfolio can then be implemented, and business improvement programmes and projects can be deployed. The deployment should be supported with change management and programme management with appropriate resources, sponsorship and leadership alignment.

“Unless the change initiative is continually aligned to the organisation’s strategy it will not deliver benefits or value to the organisation”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/strategy-planning-and-change-alignment

More on Change Management Handbook: https://www.peterfgallagher.com/volume-3-change-management-handbook

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Change Management Handbook - Leadership of Change^® Volume 3

Change Management Body of Knowledge (CMBoK) Volume 3

“Change waits for no leader”

I am celebrating the second anniversary of the release of my Change Management Handbook - Leadership of Change^® Volume 3. This was my third book and was the built on the foundations of both Change Management Fables - Leadership of Change^®Volume 1 and the Change Management Pocket Guide - Leadership of Change^® Volume 2. After publishing the Handbook, I have been concentrating on developing and publishing the Leadership of Change^® - Change Management Body of Knowledge Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C. The Leadership of Change^® encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossaries structured around the ten-step a2B Change Management Framework^®. The delivery vehicles are change management books, change management gamification manuals, leadership alignment workshops and masterclasses.

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

~ Leadership of Change® Volume 1 - Change Management Fables

~ Leadership of Change® Volume 2 - Change Management Pocket Guide

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume A - Change Management Gamification - Leadership

~ Leadership of Change® Volume B - Change Management Gamification - Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

Coming soon:

~ Leadership of Change® Volume C - Change Management Gamification - Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study.

About this Book: This handbook is for growth mindset leaders, senior managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change^® Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework^®.

“Enabling the Leadership of Change^®”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source:https://www.peterfgallagher.com/single-post/2nd-anniversary-of-my-change-management-handbook-pivotal-in-creating-cmbok

 More on Change Management Handbook: https://www.peterfgallagher.com/volume-3-change-management-handbook

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Change Management Leadership - Leadership of Change^® Volume 4

Change Management Body of Knowledge - Volume 4

First Responsibility: Articulate the Change Vision

“Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values and beliefs”

Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change:

1. Articulate the Change Vision
2. Model the New Way
3. Intervene to Ensure Sustainable Change.

 “Change leadership is the aptitude to develop and articulate a vision that will inspire the organisation to the new future”

Responsibility 1: Articulate the Change Vision: The first step for the leadership team in implementing their organisation’s change is to articulate the change vision. Change leadership is all about having a vision of what the organisation will look like when it moves from the current ‘a’ state to the improved future ‘B’ state. This change vision must succinctly describe how the organisation, product or service will look after the change is successfully implemented in the time limit specified. It should be bold but realistic, it should paint a vivid picture of the future state that appeals to the employee’s hearts and minds. The change vision should be carefully crafted with the involvement of the leadership team as they will be the main communicators of this vision.

About the Book: Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change. Leadership of Change® Volume 4 is a change management leadership book that outlines what should be done to successfully implement organisational change to ensure a return on investment, full employee change adoption, and sustainable change. Until recently, an organisational leader or manager could just focus on normal day-to-day operations, handing off change management and implementation responsibilities to other people.

Organisational change management, transformation, and improvement have become permanent features of the business landscape. Leading change can be one of the most difficult burdens of a leader’s role, but shareholders of organisations are now starting to demand that the leaders have Leadership of Change® capability. This book outlines the three critical leadership of Change® responsibilities, structured on the AMI© Change Leadership Model: ‘Articulate’, ‘Model’ and ‘Intervene’ to ensure sustainable change. Change implementation is also supported by the a2B Change Management Framework® (a2BCMF®).

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com/ Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/change-management-leadership-responsibility-one-of-three-articulate-the-change-vision

More about Change Management Leadership: https://www.peterfgallagher.com/vol-4-change-management-leadership

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

8th Critical Organisational Change Implementation a2BCMF^® Step - Execute Phase

Definition: This step is about Developing New Skills and Behaviours by performing a gap analysis of existing skills and behaviours at the current state ‘a’. Training can then be provided to close gaps for employees, to ensure adoption of the change and alignment with the new way of working at the future state ‘B’.

“If you do not change employee behaviour, you will not get organisational change and performance improvement”

Business Benefits: Most change requires improved skills and/or behaviours, so employees and the organisation can operate at the new level of working to ensure adoption, improved performance and benefits realisation.

Business Objective: To evaluate existing skills and behaviours, identify skill and behaviour gaps, select available courses or design new courses to ensure employees operate effectively and efficiently in the new way of working. For your organisation to deliver a good service or manufacture good products, the employees must have the right skills and behaviours.

a2B Change Management Framework^® (a2BCMF®)

The a2B Change Management Framework^® (a2BCMF^®) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF^® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.

The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach, and some steps can be performed simultaneously.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com/ Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/a2b-change-management-framework-a2bcmf-step-8-developing-new-skills-and-behaviours

More about Change Handbook: https://www.peterfgallagher.com/volume-3-change-management-handbook

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

“Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership”

The fifth key change question all leaders should be able to answer:

“Do you have the change leadership skills to lead your organisation's change or transformation?”

Leadership team alignment is fundamental to the health of an organisation and critical when implementing strategic change. We often find an organisation’s priorities are ranked very differently by each individual leadership team member. In addition to this, each leader on the same team has something even more important than the ranked priorities of the organisation, they have their own goals and egos. Unless the leadership are aligned, they are a high performing team and have change leadership skills to navigate their change, then no change model or tool, no number of competent resources or external consultants will deliver change successfully. The fifth process step of the Change Leadership Alignment process is:

Step 5 - Develop Leadership of Change® Capability: Change management gamification will be used for experiential learning during a change case study where the leadership team assesses, selects and implements their chosen change tactics through three simulation change phases: Plan, Execute and Sustain.

The strategic change leadership alignment process develops change leadership capability, so the organisation’s leaders are aligned as a high performing team, with change leadership skills and knowledge to successfully lead your organisation’s change, transformation or improvement to accelerate employee change adoption and deliver sustainable long-term benefits.

The five Step Approach to Leadership Alignment includes:

1. Change History Assessment©
2. 1:1 Leadership Interviews
3. Strategic Alignment Workshop
4. Develop High Performing Teams
5. Develop Leadership of Change® Capability

Corporate thinking about change management has evolved in recent years and it is considered as a core competence by some leading organisations. Varying degrees of change capability, low employee adoption, lack of sustainability and low benefits realisation have become the drivers to develop corporate change capability. Change capability starts with the top leadership team, they understand previous change history and the barriers to success, so they align strategically as a high performing team and then develop the skills and knowledge to successfully deliver future organisational change.

"Organisational change leadership is about effectively and proactively ‘Articulating’ the vision, ‘Modelling’ the new way and ‘Intervening’ to ensure sustainable change”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/change-management-gamification-leadership-leadership-of-change

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

More on Change Leadership Alignment: https://www.peterfgallagher.com/change-leadership-alignment

Lean Leader Masterclass - Leadership of Improvement

Vistage Executives (Group 250) - Coventry - 15th July 2021

I was speaking to a group of Vistage Key Executives (Group Bob Battye - Key 250) in Coventry, UK in a Lean Leader Masterclass. This is the second delivery of this workshop within a three-week period, and it was fantastic to be back delivering with Bob Battye, Vistage Group Chair. Bob has over 20 years’ experience running Peer Groups and Leadership Coaching. The participants were highly engaging, open to learning and started to develop lean skills and knowledge through the two lean simulations using experiential learning.

The UK industry is coming under more and more pressure to improve organisation operating performance, reduce cost, improve quality, and schedule delivery. We are already under-performing in comparison to other G7 countries and post Brexit delivering business improvement is an imperative organisation strategy. Building business improvement capability, selecting the right business improvement methodology and driving the programme is critical to get a return on investment (ROI) and start to improve organisation performance. This Lean Leader Masterclass is for executives who will lead or be part of a leadership team considering or currently implementing a business improvement programme into their organisation.

Masterclass Sessions

1. Change Disruption and 4IR:

• Recognise that 4IR will have a massive impact on the way we live, work, and socialise.

2. Strategic Planning:

• Appreciate the importance of linking lean to strategy.

3. Lean Leadership Masterclass (Main Session):

• Gain an overview of lean methodologies, tools and techniques.
• Experience Lean Simulation Phase 1 (As-Is).
• Perform a Value Stream Mapping (VSM) Exercise.
• Plan and Execute Lean Simulation Phase 2 using lean tools (To-Be).

4. Change Management:

• Understand it is an enabler to lean implementation and employee change adoption.

“Business improvement projects are more likely to fail due to people and communication challenges rather than the application of business improvement tools or methodologies”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com/ Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/face-to-face-vistage-lean-leader-masterclass-july-2021-coventry-uk

Master Classes: https://www.peterfgallagher.com/masterclasses

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

Last week I was speaking to a group of Vistage Chief Executives (Group CE 5) in Birmingham, UK in a Lean Leader Masterclass. With covid restrictions lifting, this is my first in-person workshop since delivering a Change Leadership Alignment Workshop in Dresden, Germany, March 2020. It is fantastic to be back delivering and engaging leaders face-to-face and it was great to work with Bob Battye, Vistage Group Chair CE 5 who has over 20 years’ experience running Peer groups and Leadership coaching.

The UK industry is coming under more and more pressure to improve organisation operating performance, reduce cost, improve quality, and schedule delivery. We are already under-performing in comparison to other G7 countries and post Brexit delivering business improvement is an imperative organisation strategy. Building business improvement capability, selecting the right business improvement methodology and driving the programme is critical to get a return on investment (ROI) and start to improve organisation performance. This Lean Leader Masterclass is for executives who will lead or be part of a leadership team considering or currently implementing a business improvement programme into their organisation.

Masterclass Sessions

1. Change Disruption and 4IR:

• Recognise that 4IR will have a massive impact on the way we live, work, and socialise.

2. Strategic Planning:

• Appreciate the importance of linking lean to strategy.

3. Lean Leadership Masterclass (Main Session):

• Gain an overview of lean methodologies, tools and techniques.
• Experience Lean Simulation Phase 1 (As-Is).
• Perform a Value Stream Mapping (VSM) Exercise.
• Plan and Execute Lean Simulation Phase 2 using lean tools (To-Be).

4. Change Management:

• Understand it is an enabler to lean implementation and employee change adoption.

“Business improvement projects are more likely to fail due to people and communication challenges rather than the application of business improvement tools or methodologies”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com/ Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/peter-f-gallagher-speaking-to-uk-chief-executives-lean-leader-masterclass-birmingham

Master Classes: https://www.peterfgallagher.com/masterclasses

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment, Change Management Gamification and Lean Leader Masterclasses.

Change Management Adoption - Leadership of Change® Volume 5

Released on Amazon Kindle Jun 30th, 2021

Change Management Body of Knowledge (CMBoK) Volume 6

Change Management Adoption: Achieving Employee Change Adoption in a major organisation change or transformation has mixed success, and the return on investment (ROI) benefits are not always realised. For change adoption to be successful, the leaders, sponsor and change team should support employees through the change transition by providing Awareness, Understanding, Involvement, Learning, and Motivation (AUILM^®) for the change.

About this Book: Organisations are operating in an environment of rapid change and transformation, where success is dependent on employees adopting the new technology or way of working to improve operating performance and achieve the targeted ROI. The fact that successful implementation of the change or transformation is critical to the future viability of the organisation is sometimes not enough.

The Leadership of Change^® Volume 5 focuses on how to achieve employee change adoption in a major organisation change or transformation using the AUILM^® Employee Change Adoption Model. The AUILM^® Model outlines the five key life cycle steps the employee goes through in the change transition. The model helps change teams to understand how employees tend to react during change and then supports them through the change, so resistance is minimised, and adoption is maximised. For change adoption to be successful, employees should be supported through the change transition, being provided with Awareness, Understanding, Involvement, Learning, and Motivation so the organisation can achieve sustainable change and benefits realisation. Change implementation focuses on aligning employees, processes, systems and leaders, it is also supported by the a2B Change Management Framework^®(a2BCMF^®).

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

• Change Management Fables - Leadership of Change^®  Volume 1
• Change Management Pocket Guide - Leadership of Change^® Volume 2
• Change Management Handbook Volume - Leadership of Change^® Volume 3 
• Change Management Leadership - Leadership of Change® Volume 4
• Change Management Adoption - Leadership of Change® Volume 5
• Change Management Behaviour - Leadership of Change® Volume 6
• Change Management Sponsorship - Leadership of Change® Volume 7
• Change Management Gamification Leadership - Leadership of Change® Volume A
• Change Management Gamification Adoption - Leadership of Change® Volume B
• Change Management Gamification Behaviour - Leadership of Change® Volume C

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/8th-kindle-book-published-june-30-2021-change-management-adoption-volume-5

More on Change Management Adoption Book: https://www.peterfgallagher.com/vol-5-change-management-adoption

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

7th Critical Organisational Change Implementation a2BCMF® Step - Execute Phase

Definition: Resistance is the reaction by the organisation, departments, or individuals when they perceive that an organisational change coming their way could be a threat to them. Without further awareness and understanding, this resistance will cause fear. It will trigger actions that negatively impact the pace of organisational change implementation, adoption of the new ways of working and benefits delivery.

“Nothing negatively impacts organisation performance quicker than an employee who resists change and who believes that the way they work today is the way they will work tomorrow”

Business Benefits: Change resistance can be a major obstacle in achieving change adoption and benefits realisation. The change team must understand this and have tactics to address resistance.

Business Objective: To prevent resistance developing by following the previous a2BCMF®steps and focusing on employee adoption. Achieving Employee Change Adoption in a major organisation change or transformation has mixed success, and the return on investment (ROI) benefits are not always realised. For change adoption to be successful, the leaders, sponsor and change team should support employees through the change transition by providing Awareness, Understanding, Involvement, Learning, and Motivation (AUILM^®) for the change.

#ChangeManagement
#LeadershipOfChange
#a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification

Find Out More: Leadership of Change - Change Management Body of Knowledge

https://www.amazon.com/Peter-F-Gallagher/e/B07P7NF6TP%3Fref=dbs_a_mng_rwt_scns_share

I have been a member of the ASQ for many years and hold a Manager of Quality/Organizational Excellence Certification - CMQ/OE. This will be the third time I will be speaking to the American Society of Quality (ASQ) and I am always invigorated by their energy, drive and passion for quality and improvement.  I will be speaking to the ASQ Great Britain Section on:

      ‘Ten Change Management Lessons Learned Leaders SHOULD Know’

There is a big difference in leading normal-day-to-day operations and leading organisational change, quality or improvement initiatives. They require a different set of skills and very often leaders are not set-up to lead organisation change, quality or improvement initiatives. Successful change implementation is one of the biggest problems that modern organisations face. We are in the middle of 4IR, the strategic imperative to change is clear and without doing things differently our organisation is unlikely to succeed or be in business

     Topics include:

• Introduction: Change Management Benefits - Managed Change Vs Unmanaged or Reactive Change.
• Sponsorship: "Sponsorship is the single most important factor in change success"
• Change History Assessment© (CHA©): “To achieve future organisational change management success, analyse previous change history to mitigate previous weakness and enhance future success”
• Manage Resistance: “Nothing negatively impacts organisation performance quicker than employees who resists change and who believes that the way they work today is the way they will work tomorrow”

Practical Takeaways:

1. Organizational change management is a game changer for success project delivery
2. Proactive sponsorship and leadership alignment critical success factors
3. To achieve future organisational change management success, assess previous change
4. There will always be resistance
5. The leadership team needs to be aligned
6. Change leadership skills can be developed through gamification

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: https://www.peterfgallagher.com/single-post/asq-great-britain-section-june-2021-peter-f-gallagher-speaking-on-change-management-and-quality

Author Publications: https://www.peterfgallagher.com/publications

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

“Change waits for no leader”
 
Leadership team alignment is fundamental to the health of an organisation and critical when implementing strategic change. We often find an organisation’s priorities are ranked very differently by each individual leadership team member. In addition to this, each leader on the same team has something even more important than the ranked priorities of the organisation, they have their own goals and egos. Unless the leadership are aligned, they are a high performing team and have change leadership skills to navigate their change, then no change model or tool, no number of competent resources or external consultants will deliver change successfully.
 
“The skills required for leading day-to-day operations are very different to change leadership”
 
The strategic change leadership alignment process develops change leadership capability, so the organisation’s leaders are aligned, as a high performing team, with change leadership skills and knowledge to successfully lead your organisation’s change, transformation or improvement to accelerate employee change adoption and deliver sustainable long-term benefits. The five Step Approach to Leadership Alignment include:
            1. Change History Assessment©
            2. 1:1 Leadership Interviews
            3. Strategic Alignment Workshop
            4. Develop High Performing Teams
            5. Develop Leadership of Change® Capability
 
"If more employees were better leaders of change, the organisational benefits would be endless"
 

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com/ Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: Change Leadership Alignment: Are you Aligned to Deliver Your Organisation's Change? (peterfgallagher.com)

More about Change Leadership Alignment: Change Leadership Alignment | Peter F Gallagher | Change Coach

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

Background Photo Credit: Josh Calabres

One of the most challenging aspects of any change programme is the way in which the employee behaviours are addressed. Changing employee's behaviour and improving their performance is a critical part of the change management process.

“If it is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour”

To solve the employee behaviour problem, the organisation must Recognise there is an issue. The new behaviours need to be Redesigned, a Resolution made to implement them, Replicate them and Reinforce the new way.

Our a2B5R^® Model systematically supports the transition of the employee behavioural change from the current state 'a' to the future state 'B'. The model specifically supports the a2BCMF^® Step 8 - Develop New Skills and Behaviours. During the definition step the few new critical behaviours will have been defined and they will be developed along with the new skills.  The a2B5R® Model is based on over thirty years of international change experience and brings together leading practice in employee behaviour change. 

“While adopting change it is important to learn the new skills, but sometimes the new behaviours are critical” 

Change Management Behaviour - Leadership of Change^® Volume 6:

This change management book focuses on how to achieve employee behaviour change which can be a critical part of successful organisational change. Sometimes a major organisation changes or transformation relies on employee behaviour change on safety, legal or financial compliance, improved customer service, following new processes or using new systems or there could be problems on bullying, fraudulent activities, etc. Occasionally if you do not change employee behaviour, you will not get organisational change.

The Leadership of Change^® Volume 6, focuses on how to achieve employee behaviour change in a major organisation change or transformation using the a2B5R^® Employee Behaviour Change Model. The a2B5R^® Model outlines the five key life cycle stages of the change transition that change teams should take their organisation and employees through. The first stage is to get the organisation and its employees to Recognise there is a behaviour issue. Then the new behaviours need to be Redesigned, a Resolution made to implement them, then Replicate them and finally Reinforce the new way. Change implementation focuses on aligning employees, processes, systems and leaders, it is also supported by the a2B Change Management Framework^® (a2BCMF^®).

#LeadershipOfChange

#ChangeManagement

#ChangeManagementBehaviour

a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification

Book Link: https://www.peterfgallagher.com/vol-6-change-management-behaviour

10 Change Management Lessons Learned Leaders SHOULD Know

This year at @ASQ WCQI, attendees will learn how to assess, increase, and leverage their expertise in the quality arena. I’ll be presenting Change Management Lessons Learned Leaders SHOULD Know.

“Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership”

#WCQI2021 is a great opportunity for any quality professional. Whether you are new to the quality community or bring years of experience, the 2021 agenda will help guide you to realise your impact on your organisation’s transformation.

Change Management Supporting Sustainable Quality and Improvement Initiatives

Agenda

1. Change Definition
2. Secure Sponsorship and Resources
3. Access Previous Change
4. Develop a Detailed Change Plan
5. Communication the Change
6. Change Readiness
7. Manage Resistance
8. Develop New Skills and Behaviours
9. Adoption
10. Sustain and Close

(a) Change Leadership Alignment must be completed before the change journey starts

(b) Using Change Management Gamification to develop change leadership skills and knowledge

(c) Summary and Practical Take-Aways

Practical Takeaways

1. Organizational change management is a game changer for success project delivery
2. Proactive sponsorship and leadership alignment critical success factors
3. To achieve future organisational change management success, assess previous change
4. There will always be resistance
5. The leadership team needs to be aligned
6. Change leadership skills can be developed through gamification
   
   

Conference Theme Details:

Celebrating Quality: Past, Present and Future: Encompassing more than manufacturing integrity, today’s concept of quality represents an enterprise-wide philosophy encompassing all facets of organisational excellence. In recognition of the vital connection between excellence, digital transformation, and deep cultural improvement, WCQI 2021 showcases quality’s myriad contributions to organisational excellence, and celebrates 75 years of bringing quality professionals together to explore quality’s distinctive ability to transform people, processes, and organisations.

The 2021 conference agenda will offer actionable strategies and deep insights into organisational excellence, disruptive technologies, leadership and change management, and quality fundamentals. Attendees will come away with vital tools and tactics to affect change, increase value, and drive their organisations toward quality goals.

Further Details: www.asq.org/conferences/wcqi

Status: no in-person attendance

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source:https://www.a2b.consulting/single-post/asq-world-conference-quality-and-improvement-may-2021-peter-f-gallagher-speaking-on-change

More on Change Management Handbook: https://www.peterfgallagher.com/volume-3-change-management-handbook

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

6th Critical Organisational Change Implementation a2BCMF® Step - Execute Phase

Definition: Assess Readiness is the process of assessing the organisation and its employees prior to change implementation, ensuring that they are ready to start adopting the change.

“Readiness is about ensuring the sponsor and leadership team get the organisation and its employees ready so that resistance is limited, and adoption is maximised”

Business Benefits: Assessing readiness can provide data and insights into potential gaps so corrective actions can be executed to close them. Closing gaps supports change implementation success, improving adoption and benefits realisation.

Business Objective: To ensure the organisation and the employees have the capacity to start adopting the new change:

~ Identify Potential Change Implementation Gaps: The assessment will provide data and insights that will identify gaps which need to be addressed.

~ Execute Corrective Actions to Improve Readiness: Corrective actions and intervention plans should be prepared and executed to close any identified gaps

a2B Change Management Framework® (a2BCMF®)

The a2B Change Management Framework® (a2BCMF®) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.

The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach, and some steps can be performed simultaneously.

#LeadershipOfChange

#ChangeManagement

#ChangeManagementFramework

a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification

Article source: https://www.peterfgallagher.com/single-post/a2b-change-management-framework-a2bcmf-step-6-assess-readiness

"Sponsorship is the single most important factor in change success"

Very few leaders understand why sponsorship is so important, who the sponsor should be or what the main responsibilities include. It is important because without a proactive and effective change sponsor, most change programmes or initiatives will fail achieve the targeted objectives. The leaders of organisations typically associate the role and traits of a change sponsor with those of a change leader. However, while these leadership traits are important foundations, the role of the sponsor goes beyond the role of a change leader.  There are three critical sponsorship responsibilities to successfully implement change:

The three critical sponsorship responsibilities to successfully implement change are:

Say: Communicate the change

Support: Provide resources, engage and coach

Sustain: Intervene, reward and embed

“Without effective and proactive sponsorship the change project will eventually fail, the change will not be adopted by the employees nor be sustained, and it will not deliver the intended benefits”

“We enable the Leadership of Change^®”

Find out more:

https://www.peterfgallagher.com/single-post/change-management-sponsorship-say-support-and-sustain

#LeadershipOfChange

#ChangeManagementSponsorship

#ChangeManagement

Effective business communication is at the heart of successful organisations, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation. Everything you do in the workplace results from communication. Business Communication is fundamental within an organisation to bring about coordination between the leadership, managers, employees, teams and departments, allowing them to focus on their customers. Communication provides the feedback that enables a cycle of continuous improvement.

“When I find business problems, I find communication failure, and when I find communication failure, I find business problems”

As a Business Improvement consultant with over 30 years’ experience, delivering operations or projects in over twenty countries, I recognise that at the core of nearly all business problems there is invariably some communication failure. Employees may not understand the strategy or how they fit because it was not communicated properly. It can be the lack of communication between two functions, Head Quarters and Division or two individuals at logger heads. It can be Operating Procedures not communicated properly across an organisation or insufficient communication of a change. The result is usually the same, poor financial performance, damaged relationships and disgruntled customers.

Important Elements of Organisation Communication:

~ Leadership: Communication of the strategic and operating plan will align the organisation’s resources towards the vison, goals and customer requirements. Failure to communicate this effectively will undermine the entire strategic effort and will erode trust in the organisation’s leadership. This failure will have a direct impact on the employee, the organisation culture, the ability of the organisation to satisfy customers and, more importantly, stakeholder value. Leadership must implement a proficient communication system and process that sets the organisation up for success.

~ Management: Management’s ability to effectively communicate with their team will help them in performing their responsibilities and successfully execute them. Managerial tasks such as planning, organising, directing and controlling cannot be conducted without communication. Good communication within an organisation can help foster cooperation between members of management, functions, team and individual employees. Communication is a motivational tool for management to influence the performance of employees. Management’s communication skills will define success in their role, strong communication skills could lead to promotion but if you don't like communicating with your people, you're probably in the wrong job.

~ Employees: Communication should motivate and align employee roles with an organisation’s vision, goals and direction. It empowers the employees, the organisation’s greatest asset, to deliver customer satisfaction and organisation value. Communication should create transparency and a trusting culture. Individuals will feel valued, listened to, an important part of a cohesive team and will work towards a common goal. Regular internal communication will lead to an improved work ethic if an employee’s achievements are recognised. These highly motivated employees will be empowered and understand how their role delivers customer requirements and organisation success.

~ Customer Focus: Communication with the customer is essential to satisfying, if not surpassing, their needs. Having a proficient internal communication system and process is the foundation to building strong external customer communications and focus. Effective Communication will support the organisation in getting to know your customers and better fill their needs. The organisation can then focus their resources and expertise on supplying customer needs and in turn become a trusted supplier. Continuous communication and feedback gathering will build a long-term profitable business relationship with your customers.

~ Improvement Culture: Continually improving the organisation’s communication systems and processes will provide the information and data to continue the value cycle from developing more challenging strategic goals through to more satisfied customers. Again this starts with leadership communicating the organisation mission, values, vision, strategy, and measurements. Managers plan, organise, direct, control and motivate employees. Employees understand their role and are empowered to surpass customer expectations. As a result, the customer remains local, the market recognises the expertise and new customers join to deliver organisation value. Thus, proficient communication enables step improvement towards a culture of continuous improvement and customer satisfaction.

Summary: Communication is at the heart of the organisation, supplying the life blood to operate. Hence, one cannot overlook the importance of communication in delivering organisational value. As usual, it starts with leadership putting in place a proficient communication system and process to create a culture in which effective communication can flourish. It means ensuring that communication flows through the organisation from the top to the bottom and with the customer. It communicates the strategy and operating plan, clearly articulating how each person has a role in delivering value for the organisation. It should have a proactive feedback loop to allow for questions and challenge.

“Effective business communication is at the heart of successful organisations, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation”

Article source: https://www.peterfgallagher.com/single-post/communication-business-communication-delivering-organisational-value

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Change Leadership - Model the New Way - No Props Required

"Modelling the new way is the one key task leaders of change do not need props for, nor should they delegate this to others"

According to Mahatma Gandhi, “Be the change that you wish to see in the world.”

This is also very true in organisational change. Leaders need to model the new way, especially the new skills and behaviours. Just as a model can inspire us to dress or look a certain way, a leader of change can inspire their employees to imitate their good behaviour. The leaders of the organisation have to be someone the employees look up to and want to emulate during change implementation. Employees will listen to what leaders say and do. They will always be looking for alignment or gaps. If there is alignment, employees will gravitate towards the leader and emulate their behaviour.

"Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership"

ENABLING THE LEADERSHIP OF CHANGE

Change Management Leadership - Leadership of Change Volume 4

Change Management Body of Knowledge (CMBoK) - Volume 4

About this Book: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change: Articulate the vision, Model the new way and Intervene to ensure sustainable change.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com Peter-F-Gallagher

Blog Source: Blog Link:

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Released on Amazon Kindle Mar 30th, 2021

Change Management Leadership: Effective and proactive leadership is essential for successful organisational change.

This book outlines the three critical leadership responsibilities to implement change: Articulate the vision, Model the new way and Intervene to ensure sustainable change. "Organisational change leadership is about effectively and proactively Articulating the vision, Modelling the new way and Intervening to ensure sustainable change" Articulate the vision: Change leadership is the aptitude to develop and Articulate a vision that will inspire the organisation to the new future Model the new way: The organisation will adopt change when leaders show and Model the new way. Intervene to ensure sustainable change: Without Intervention from leaders, the change will not be adopted or sustained.

About this book: Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change. Leadership of Change Volume 4 is a change management leadership book that outlines what should be done to successfully implement organisational change to ensure a return on investment, full employee change adoption, and sustainable change. Until recently, an organisational leader or manager could just focus on normal day-to-day operations, handing off change management and implementation responsibilities to other people. Organisational change management, transformation, and improvement have become permanent features of the business landscape. Leading change can be one of the most difficult burdens of a leader’s role, but shareholders of organisations are now starting to demand that the leaders have Leadership of Change capability. This book outlines the three critical leadership of Change responsibilities, structured on the AMI Change Leadership Model: ‘Articulate’, ‘Model’ and ‘Intervene’ to ensure sustainable change. Change implementation is also supported by the a2B Change Management Framework (a2BCMF). "Three critical leadership responsibilities that all leaders should perform to support their organisation's change management implementation success, structured on the a2B Change Management Framework"

Other leadership of Change Volumes, available on both Amazon and Google Play:

• Change Management Fables – Volume 1

• Change Management Pocket Guide – Volume 2 • Change Management Handbook – Volume 3

• Change Management Leadership – Volume 4

• Change Management Adoption – Volume 5

• Change Management Behaviour – Volume 6

• Change Management Sponsorship – Volume 7

• Change Management Gamification Leadership – Volume A

• Change Management Gamification Adoption – Volume B

• Change Management Gamification Behaviour – Volume C

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com/ Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/change-management-leadership-volume-4-kindle-release-mar-30-2021

More about Change Management Leadership: https://www.peterfgallagher.com/vol-4-change-management-leadership

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Articulate the Change Vision

“Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values and beliefs”

Change Leadership Responsibility One: The first step for the leadership team in implementing their organisation’s change is to articulate the change vision. Change leadership is all about having a vision of what the organisation will look like when it moves from the current ‘a’ state to the improved future ‘B’ state.

“Change leadership is the aptitude to develop and articulate a vision that will inspire the organisation to the new future”

Change Management Leadership: Effective and proactive leadership is essential for successful organisational change.

This book outlines the three critical leadership responsibilities to implement change:

Articulate the vision

Model the new way

Intervene to ensure sustainable change.

About the Book: Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change. Leadership of Change Volume 4 is a change management leadership book that outlines what should be done to successfully implement organisational change to ensure a return on investment, full employee change adoption, and sustainable change. Until recently, an organisational leader or manager could just focus on normal day-to-day operations, handing off change management and implementation responsibilities to other people. Organisational change management, transformation, and improvement have become permanent features of the business landscape. Leading change can be one of the most difficult burdens of a leader’s role, but shareholders of organisations are now starting to demand that the leaders have Leadership of Change capability. This book outlines the three critical leadership of Change responsibilities, structured on the AMI Change Leadership Model: ‘Articulate’, ‘Model’ and ‘Intervene’ to ensure sustainable change. Change implementation is also supported by the a2B Change Management Framework (a2BCMF).

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

~ Leadership of Change® Volume 1 - Change Management Fables

~ Leadership of Change® Volume 2 - Change Management Pocket Guide

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume A - Change Management Gamification - Leadership

~ Leadership of Change® Volume B - Change Management Gamification - Adoption

Coming soon:

~ Leadership of Change® Volume C - Change Management Gamification - Behaviour

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study.

About this Book: This handbook is for growth mindset leaders, senior managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change^® Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework^®.

“Enabling the Leadership of Change^®”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source:https://www.peterfgallagher.com/single-post/2nd-anniversary-of-my-change-management-handbook-pivotal-in-creating-cmbok

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Change Management Leadership: Leadership of Change Volume 4

Change Management Body of Knowledge - Volume 4

"Organisational change leadership is about effectively and proactively Articulating the vision, Modelling the new way and Intervening to ensure sustainable change"

Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change:

Articulate the vision,

Model the new way and

Intervene to ensure sustainable change.

“We enable the Leadership of Change”

Leaders go about their daily task of implementing the organisation’s strategy to deliver financial results, when all of a sudden there is a change explosion that disrupts operations and results. They face the leadership paradox: implementing change versus delivering day-to-day operations. Leaders then need to adjust their focus to implement the change, so that the organisation stays ahead of the competition and continues to deliver revenue to its shareholders. That means the change has to ensure a return on investment (ROI), full employee change adoption, and sustainable change.

The three critical leader responsibilities for the successful leadership of change are ‘Articulate’, ‘Model’ and ‘Intervene’. The AMI Change Leadership Model and outlines what should be done to successfully implement organisational change to ensure a ROI, full employee change adoption, and sustainable change.

Leadership of Change

The Leadership of Change encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework. The delivery vehicles are change management books, change management gamification manuals, change management gamification workshops (face-to-face/virtual), leadership alignment workshops and masterclasses.

"If more employees were better leaders of change, the organisational benefits would be endless"

We enable the Leadership of Change What if we could embrace change and lead the world? The Leadership of Change is both thought leadership and a suite of tools to propel you from where your organisation is right now, the current 'a' state, to where you want to be, the future 'B' state. The Leadership of Change will help you to implement your organisation's change or improvement and achieve a 100% return on investment (RoI) with full employee adoption, enabling you to secure future profit and remain ahead of your competitors. Truly great Leadership of Change combines thoughtful strategy alignment of your leadership and change leadership skills to lead employee change adoption - start today.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com/ Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/change-management-leadership-responsibility-one-of-three-articulate-the-change-vision

More about Change Management Leadership: https://www.peterfgallagher.com/vol-4-change-management-leadership

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#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

Coming Soon

About Change Management Gamification Behaviour: This is a fascinating change management implementation simulation that offers change management practitioners experiential learning on employee change behaviour in a safe environment. This enables them to learn, test and reflect on their change practitioner capability and skills so they can maximise employee change adoption and employee behaviour change.

“You cannot implement a change into an organisation that runs counter to its culture without focusing on behaviour change”

Change Management Gamification: Change Management Gamification is a growing trend which helps to engage your employees by using gaming methods. We use gamification so that your employees can learn, test and prepare for your organisational change.

“If more employees were better leaders of change, the organisational benefits would be endless”

Our Games: The participants are given the responsibility of implementing various strategic change into a fictional organisation. Their abilities to engage stakeholders, plan, execute and sustain change are measured throughout the game. “We enable the Leadership of Change”

About the Leadership of Change Gamification: Leadership of Change are change management simulations about strategy execution in large organisations. The games focus on how to implement organisational change to achieve a RoI, adoption and sustainable change. The game takes the participants through the ten key steps to achieve successful change implementation. Focus: Change Leadership

About Change Management Gamification Leadership: This a fascinating change management implementation simulation that offers leadership teams and leaders of change experiential learning in a safe environment. This enables them to learn, test and reflect on their change leadership capability and skills. Case Study: AutoChanze is a global supplier of automotive systems, modules, and components to original equipment manufacturers (OEMs) and related aftermarkets. Up until recently they have been a successful and profitable organisation but a recent report commissioned by the Board of Directors has indicated the automotive industry will be impacted by 4IR like never before!

Gamification Objective: During the simulation the change leaders (in their teams) will focus on how they can achieve the balance between normal day-to-day operations and delivering successful change and employee adoption of a new IT system. They will assess, select and implement their chosen change tactics through three simulation change phases: Plan, Execute and Sustain. They will be scored on how successful their tactics were in implementing successful change.

Change Management Game Theories: This simulation is based on the proprietary a2B Change Management Framework and the associated change concepts.

Outcome: The participants will be equipped with change leadership knowledge, experience, change management models and tools which will enable them to be successful in leading organisational change and transformations. They will become more aware of how to manage stakeholder resistance, expectations and feelings as they try to achieve their organisation's vision and employee change adoption.

About the Leadership of Change: Leadership of Change are change management simulations about strategy execution in large organisations. The games focus on how to implement organisational change to achieve a return on investment, employee adoption and sustainable change. The game takes the participants through the ten key steps to achieve successful change implementation.

Leadership of Change encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework. The delivery vehicles are change management books, change management gamification manuals, leadership alignment workshops and masterclasses.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com/ Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Blog Source: https://www.peterfgallagher.com/single-post/change-management-gamification-behaviour-leadership-of-change

More on Gamification: https://www.peterfgallagher.com/change-management-gamification

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#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

Change agents can be an organised group, leaders or individuals that undertake the task of leading, communicating and facilitating change in an organisation. Change agents embrace and lead change, moving the organisation towards adoption and sustainable change. They can play a vital role and an invaluable contribution to the organisation’s change especially if the change is being implemented across the organisation. The can be the conduit between the leadership and employees cascading the change message through every level of the organisation. The leadership should see them as a change business partner in the line selling their change vision. They can be a feedback loop how the employees are reacting to the change, they will be able to detect resistance, as well as what change tactics are working well and what tactics are not working. “Change agents with organisation credibility and change skills can be leader’s business change partner, providing a conduit to the employees to enhance change adoption” Change Agent Role: Change Agents can play a pivotal role in organisational change, especially in supporting the sponsor and communicating the change message to the employee groups involved in the change journey. These three groups of employees can be classified as: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each group will react differently to organisational change and the Change Agents will provide different levels of focus, change readiness and implementation support. 1. Advocates: Change Agents are very much aligned with the ‘Advocates’, their positivity and energy should be captured and become part of the Change and Communication Plan. The coalition of Change Agents and ‘Advocates’ can have a massive impact in the organisation. 2. Observers: ‘Observers’ will monitor the ‘Advocates’ and assess if the change is benefiting them. If this appears positive, they will tend to move towards being receptive to the change. To facilitate the transition of the ‘Observers’ from the current state “a” to the desired and improved state “B”, the Change Agent and ‘Advocates’ should work together to create employee desire to move towards the ‘Tipping Point’. Communication, direct engagement, targeted messaging and events such as socialising the future state will help the ‘Advocates’ to adopt the change. 3. Rebels: They tend to resist change blindly, even if the change is to their benefit. The default reaction is that change is a bad thing and will put them at a disadvantage. While this can, in some cases, be put down to bad experience, there is also fear of the unknown and the new skills required. The Change Agent can help greatly in this area by directly engaging this group or the individuals face-to-face. They should listen with empathy to understand their concerns, communicating the organisation change business case. The concerns and communication feedback should be recorded and fed back to the Change Team and Sponsor so the change approach can be modified to reduce resistance and increase change adoption. “Without trust you will not change people" #ChangeManagement #LeadershipOfChange #a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification Source: https://www.peterfgallagher.com/single-post/change-agents-as-business-partners

Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership

The first key change question all leaders should be able to answer:

"Do you have a change vision?

One of the first tasks for leaders of change is to develop a change vision, it must inspire the employees and be aligned to the organisation’s strategy, vision and beliefs. The change vision needs to be achievable and compelling, something that the employees can picture and relate to, and a journey they will join you on. Creating the change vision, like all good things, takes time to create. It requires input from key stakeholders and usually requires external input, as well as neutral facilitation. Although it might vary in some organisations, the CEO is typically responsible for creating the change vision and it should also be approved by the board of directors. The board of directors will set the strategic direction of the business and they also have an essential role in organisation governance

1. Change History Assessment

2. 1:1 Leadership Interviews

3. Strategic Alignment Workshop

4. Develop High Performing Teams

5. Develop Leadership of Change Capability

Corporate thinking about change management has evolved in recent years and it is considered as a core compete