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Peter F Gallagher

Global Thought Leader, Maverick, Guru, Speaker, Author 12x, Change Leadership Alignment Coach and Board Adviser at Leadership of Change

London, United Kingdom

Change Waits for No Leader

Peter is a Change Management Global Thought Leader, Expert, Guru, International Corporate Conference Speaker, Author x12, and C-level Change Leadership Coach.
• Peter consults, speaks, and writes about the Leadership of Change®. For the last 30 years he has worked in over 30 countries for some of the world’s most successful organisations.
• Peter’s PURPOSE and passion are to improve the Leadership of Change®. He helps leaders successfully lead and implement change in their organisations.

Global Recognition:
Thinkers360: #1 Global Thought Leader and Influencer on Change Management (CM) - 2023-2022-2021-2020
leadersHum:
• #1 CM Guru you should follow - 2022
• Listed on the Power List of the Top 200 Biggest Voices in Leadership - 2022 & 2023
Global Gurus: #26 in the “Top 30” Global Gurus Leadership - 2023

Leadership Coach - Change Leadership Alignment:
Are you worried about how your organisation and leadership team will lead your next change or transformation? I prepare and align corporate leadership teams to successfully lead their organisation’s change.
At the start of an organisation change journey, Peter asks all leaders:
“Do you understand your organisation's change history? Do you have a change vision? Are you aligned with your strategic objectives? Are you a high-performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?”
He then works with the leadership team to develop a solution.

Change Management Gamification Leadership Workshop:
Peter uses experiential learning so that employees and leaders can learn, test, and prepare for their organisational change.

Qualifications:
Peter has an MBA (Distinction) from Robert Gordon University. He was an ASQ Certified Manager of Quality, and one of the ‘First 500’ globally Certified Change Management Professionals™ (CCMP™) with the ACMP®. He has held three certifications from the Project Management Institute (PMI).

Author 12x - Leadership of Change - Change Management Body of Knowledge (CMBoK):
1. Change Management (CM) Fables
2. CM Pocket Guide
3. CM Handbook
4. CM Leadership
5. CM Adoption
6. CM Behaviour
7. CM Sponsorship
A. CM Gamification Leadership
B. CM Gamification Adoption
C. CM Gamification Behaviour
D. CM Gamification Sponsorship
E. CM Gamification Leadership Teams
https://amzn.to/3rxIVjj

Other:
Former Board Member: Association of Change Management Professionals® (ACMP®) Global & UK
Speaker Association: VSA International

Contact Details:
E-mail: peter.gallagher@a2B.consulting
Speaking: https://www.peterfgallagher.com
Consulting: https://www.a2b.consulting

Available For: Advising, Consulting, Influencing, Speaking
Travels From: London, UK
Speaking Topics: Organisational Change Leadership and Change Leadership Alignment

Speaking Fee $15,000 (In-Person), $10,000 (Virtual)

Personal Speaking Website: www.peterfgallagher.com
Peter F Gallagher Points
Academic 85
Author 1022
Influencer 147
Speaker 374
Entrepreneur 367
Total 1995

Points based upon Thinkers360 patent-pending algorithm.

Thought Leader Profile

Portfolio Mix

Featured Videos

Speaker Reel | Peter F Gallagher | Improving the Leadership of Change®
April 18, 2023
Leadership of Change: Three Change Management Lessons Learned, Heriot-Watt University
April 18, 2023
Change Management - Employee Change Resistance (Keynote extract)
April 18, 2023

Featured Topics

Leadership of Change®: Three Key Responsibilities for Organisational Change Leaders

Effective and proactive change leadership is essential for successful organisational change. This keynote outlines the three critical leadership responsibilities to implement successful change:
Articulate the change vision
Model the new way
Intervene to ensure sustainable change
The keynote is based on Peter's book: Change Management Leadership - Leadership of Change Volume 4
https://www.peterfgallagher.com/speakerservice
https://www.peterfgallagher.com/vol-4-change-management-leadership

Leadership of Change: Leadership and Sponsorship is Critical

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. Peter speaks about he aligns leadership teams so that can effectively lead their organisation's change:​
Step 1: Change History Assessment©
Step 2: 1:1 Leadership Interviews
Step 3: Strategic Alignment
Step 4: High Performing Team
Step 5: Develop Change Leadership Capability
The keynote is based on Peter's book: Change Management Sponsorship - Leadership of Change Volume 7
https://www.peterfgallagher.com/speakerservice
https://www.peterfgallagher.com/vol-7-change-management-sponsorship

Leadership of Change®: 10 Change Management Lessons Learned that Leaders SHOULD Know

Peter has worked in over 25 countries over the last 30 years. From his global experience, he shares ten key lessons learned from organisations when they were implementing organisation change. Peter shares practical insights into the challenges that organisations and their leaders face while implementing change (selected):​
2. Effective sponsorship is critical
3. Assess previous change history
7. Change resistance is inevitable
The keynote is based on Peter's book: Change Management Handbook - Leadership of Change Volume 3
https://www.peterfgallagher.com/speakerservice
https://www.peterfgallagher.com/volume-3-change-management-handbook

Company Information

Company Type: Enterprise
Business Unit: Leadership Alignment, Keynote Speaking and Consulting
Theatre: United Kingdom
Minimum Project Size: Undisclosed
Average Hourly Rate: Undisclosed
Number of Employees: Undisclosed
Company Founded Date: Undisclosed
Media Experience: 20
Last Media Training: 10/13/2022
Last Media Interview: 08/10/2022

Areas of Expertise

Business Strategy 100
Change Management 100
Digital Disruption
Leadership 59.26
Lean Startup 30.64
Procurement 30.50
AI

Industry Experience

Aerospace & Defense
Agriculture & Mining
Automotive
Financial Services & Banking
Industrial Machinery & Components
Insurance
Manufacturing
Metal Products
Oil & Gas
Professional Services

Exclusive Content    Join Peter F Gallagher's VIP Club

Publications

1 Academic Award
Fellow Chartered Manager (CMgr FCMI)
Chartered Manager Institute
May 06, 2016
Certification: P04432561
http://www.managers.org.uk/individuals/become-a-member/get-chartered

See publication

Tags: Business Strategy, Change Management, Leadership

8 Academic Certifications
Professional Scrum Master I
PFG Publishing
July 01, 2017
Professional Scrum Master I

Professional Scrum Master Certification

Why Scrum.org
Scrum.org provides the highest quality Scrum training, training materials and certified Professional Scrum Trainers (PSTs) to teach them. Our training materials are created and maintained by Scrum co-creator Ken Schwaber, Scrum.org and the community of PSTs who teach the courses, helping to ensure that they are in tune with what’s happening in software development organizations and always up-to-date with the latest practices.

All participants completing the Professional Scrum Master course will receive a password to attempt the Professional Scrum Master I (PSM I) assessment. PSM class participants who attempt the PSM I assessment within 14 days of receiving their free password and do not score at least 85% will be granted a 2nd attempt at no additional cost.

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Tags: Leadership, Change Management, Business Strategy

Masters in Business Administration (MBA) Distinction
Robert Gordon University (RGU)
November 12, 2016
A Masters in Business Administration is a postgraduate qualification which is highly sought after by working professionals. An MBA is a route to a promotion, higher salary, building your professional reputation and even managing your own business. Therefore it is popular and also has worldwide recognition.

Our flexible MBA master's degree in Business Administration programme has been designed with a practical element and will develop your advanced leadership skills and an in-depth understanding of the functional components of management, strategic management and specialist areas of study relating to your career aspirations.

Robert Gordon University (RGU): Our MBA is student-centric and is focused on your career development. It blends academia and practical applications whilst building your confidence and competency through personal experiences. You will develop skills across a range of business functions including strategy, accounting, economics, operations management, people management, commercialisation, business development and marketing. You will attend our on-campus nine-day Leadership Week and conduct a Consultancy Project for a client organisation.
At Aberdeen Business School, we are in the business of changing your tomorrow.
Our Online MBA is ranked equal 1st in the world for Class Experience and 2nd in the world for Faculty and Teaching by QS Distance Online MBA Global Rankings 2018

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Tags: Business Strategy, Change Management, Leadership

Manager of Quality/Organizational Excellence Certification - CMQ/OE
American Society of Quality (ASQ)
September 05, 2016
ASQ is committed to providing enhanced expertise, professional networks, tools, and solutions to help our members advance their products, services, and industries. We provide professional training, certifications, and knowledge to members globally.
The Certified Manager of Quality/Organizational Excellence (ASQ CMQ/OE) is a professional who leads and champions process-improvement initiatives - everywhere from small businesses to multinational corporations - that can have regional or global focus in a variety of service and industrial settings.

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Tags: Business Strategy, Change Management, Leadership

PMI Risk Management Professional (PMI-RMP)
Project Management Institute (PMI)
August 21, 2016
PMI-RMP #1956698

Project Management Institute (PMI) is the world's leading association for those who consider project, program or portfolio management their profession.
Through global advocacy, collaboration, education and research, we work to prepare more than three million professionals around the world for the Project Economy: the coming economy in which work, and individuals, are organized around projects.

With your advanced skills in risk management, you perform a specialized function attuned to the needs of a project environment that is increasingly global, virtual and complex.

The PMI Risk Management Professional (PMI-RMP) highlights your ability to identify and assess project risks, mitigate threats and capitalize on opportunities. In this capacity, you enhance and protect the needs of your organization.

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Tags: Leadership, Change Management, Business Strategy

Certified Change Management Professional (CCMP)
Association of Change Management Professionals® (ACMP®)
August 04, 2016
Credential ID: C000198
Certified Change Management Professional (CCMP)
The CCMP is a globally recognized credential established by ACMP for professionals to demonstrate their commitment to leading the way change works. The CCMP was developed based on ACMP’s industry-leading Standard for Change Management ("the Standard”) that defines best practices in change management. The CCMP is a way for professionals to demonstrate their investment in ongoing development while successfully applying their experience to respond to a breadth of change management situations.

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Tags: Leadership, Change Management, Business Strategy

PMI Program Management Professional (PgMP)
Project Management Institute (PMI)
March 27, 2016
PgMP #1916590
Project Management Institute (PMI) is the world's leading association for those who consider project, program or portfolio management their profession.

As a program manager, you’re a senior-level practitioner on the forefront of advancing your organization’s strategic goals.
You manage multiple, related projects in a coordinated way, achieving benefits that could not occur if the projects were handled separately.

Your leadership is instrumental. With program management maturity, an organization’s projects are far more successful than without it — 76 percent compared to 54 percent according to our 2015 Pulse of the Profession report. The Program Management Professional (PgMP) is a visible sign of your advanced experience and skill and gives you a distinct advantage in employment and promotion.

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Tags: Leadership, Change Management, Business Strategy

PMI Project Management Professional (PMP)
Project Management Institute (PMI)
February 16, 2015
PMP # 1792083
Project Management Institute (PMI) is the world's leading association for those who consider project, program or portfolio management their profession.

What is the PMP? Wherever you are in your career, the globally recognized Project Management Professional (PMP) certification tells employers, peers, and the world you know what you’re doing in project management.

Even if “project manager” isn’t part of your title, the PMP applies to anyone who helps bring a project to completion. Just like a CPA validates expertise for accountants, the PMP recognizes your ability to manage projects—and the hard work you’ve done so far.

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Tags: Leadership, Change Management, Business Strategy

Diploma in Business Management Administration
Open University (OU)
July 31, 1996
Why study Business and Management with The Open University?

The Open University Business School has been delivering transformational, high quality business and management education for over 30 years. You can be reassured by the quality of our teaching as we’re proud to be part of an elite and exclusive group of the top 1% of global business schools who are triple accredited.

Diploma in Business Management Administration:
Widely recognised qualification.
Equivalent to the first two thirds of an honours degree.
Enhance your professional and technical skills or extend your knowledge and understanding of a subject.
Study for interest or career development.
Top up to a full honours degree in just two years.

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Tags: Business Strategy, Change Management, Leadership

1 Advisory Board Membership
International Advisory Council Member - Human Health Education and Research Foundation
Human Health Education and Research Foundation
August 18, 2021
International Advisory Council Member
The Human Health Education and Research Foundation (HHERF) was established in 2020 in London. The concept was developed by a leading group of a multiethnic international leaders at a time of crisis to learn lessons and prepare ahead of time for future challenges. This international group of leaders with extensive experience of dealing with crisis in both health and corporate arenas gathered to form HHERF. They shared a concern about the people on our planet and a determination to increase understanding, options and knowledge of what we can do together to make a difference.
https://hherf.org/member/peter-f-gallagher/

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Tags: Leadership, Change Management, Business Strategy

39 Article/Blogs
Friday’s Change Reflection Quote - Leadership of Change - Nothing remains the same
Peter F Gallagher & LinkedIn
September 09, 2022
“Nothing remains the same and at some point in time, everything changes”

Happy Friday!

On this day, September 9th, 2015, Queen Elizabeth II becomes Great Britain’s longest-reigning monarch at 63 years and seven months. Unfortunately, we lost our Queen yesterday. We will miss her leadership in the global arena where she served with strength, dignity, power, and poise.

Also on this day, in 2003, Apple iTunes sold its ten millionth song just four months after launching. After eighteen years, iTunes was discontinued and replaced with three separate apps: Apple Music, Apple Podcasts and Apple TV. A reminder to us all of how quickly things change, not that we need a reminder after the last thirty months with covid, the great resignation, the desire for hybrid working and quiet quitting.

The 2020s have so far been a period of massive disruption, and the way we work, live, and socialise is changing quickly and dramatically. Nothing remains the same.

https://www.linkedin.com/posts/peterfgallagher_leadershipofchange-changemanagement-activity-6973897846638977024-tu9Z?utm_source=share&utm_medium=member_desktop

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Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Eradicate Silos Before Change Implementation
Peter F Gallagher & LinkedIn
September 02, 2022
“Change implementation cannot afford the luxury of organisation silos, the leaders that create them or the behaviour that tolerates them”

Happy Friday!

On this day in 1666, the Great Fire of London started in Pudding Lane, and 80% of London was destroyed. The fire was extinguished four/five days later, after it had destroyed 373 acres, which included more than 13,000 houses and 84 churches, St Paul’s Cathedral and much of London Bridge. Many ambitious plans were put forward, narrow streets that had helped the fire spread were to be replaced by wide avenues radiating from a central hub. These plans for change were rejected for various reasons, the property owners wanted to keep the same land they owned before the fire, finances were tight, and salvaging the economy quickly was a top priority. The Rebuilding of London Act 1966 was passed to regulate the heights of new buildings, and the kinds of building materials used (brick and stone preferred) with the use of flammable materials restricted for obvious reasons. However, an opportunity for radical change was missed and silo thinking won the day.

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. Silo Leaders Prevent Organisational Change.

https://www.linkedin.com/posts/peterfgallagher_leadershipofchange-changemanagementleadership-activity-6971376680917467136-J7-2?utm_source=share&utm_medium=member_desktop

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Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Organisation Change Capacity
Peter F Gallagher
August 26, 2022
Happy Friday!

On this day in 1843, American inventor Charles Thurber received a patent (3228) for the first practical typewriter. It reminds me of a change management training moment when the consultant talked about having to lock up the typewriter so that the employees would use the new more efficient word processors!

This week, in my discussions following a mastermind session, I learnt more about employees wanting to be digital nomads working where they please. We are now living in a time where how we work, live, and socialise is changing both quickly and radically. Organisations need to be continually changing and that prompts me to mention organisation change capacity. I have worked for major global organisations, and they have tried to implement ten to twenty transformation programmes at the same time. So how much capacity does an organisation have to implement change and continue normal day-to-day operations?

An organisation’s capacity can be defined as its total ability to deliver normal day-to-day operations and change activities. Organisation Change Capacity

“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”

https://www.linkedin.com/posts/peterfgallagher_leadershipofchange-changemanagementleadership-activity-6968812712139091969-6loZ?utm_source=share&utm_medium=member_desktop

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Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Change Leadership Knowledge and Skills
LinkedIn
August 19, 2022
“Change waits for no leader, the knowledge and skills required for leading day-to-day operations are very different to change leadership”
Happy Friday!

Some people say August can be a strange working month and we could be forgiven for thinking the Northern Hemisphere generally shuts down over August. Statistically it is difficult to disagree! Based on the Roman calendar, August was actually the sixth month of the year. It originally had 30 days, but this changed, and an extra day was added so that it would equal the number of days in July, which was named after Julius Caesar!

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Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Resistance
LinkedIn
August 12, 2022
Friday’s Change Reflection Quote - Leadership of Change - Resistance

Happy Friday!

“Nothing negatively impacts organisation performance quicker than employees who resist change and who believe that the way they work today is the way they will work tomorrow”

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Tags: Business Strategy, Change Management, Leadership

https://www.linkedin.com/feed/update/urn:li:activity:6961214262442668032/
LinkedIn
August 05, 2022
Friday’s Change Reflection Quote
Leadership of Change
Communication

Happy Friday!

“Effective change communication is at the heart of successful change, it acts like the blood in our bodies, without it we would not be kept alive. Change is similar, without communication the change will fail”

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Tags: Business Strategy, Change Management, Leadership

Change Management Gamification Pentalogy Offering Coming in 2022
a2B Advisory Consulting
March 01, 2022
Leadership - Adoption - Behaviour - Sponsorship - Leadership Teams

During 2022 we will start to roll out our full pentalogy of change management gamification offerings to both clients and the public. We use gamification to support learning of the Leadership of Change skills and knowledge so your leadership teams and employees can learn, test and prepare for your organisational change. Change management gamification is an interactive and dynamic way for employees to learn change management skills and knowledge using game characteristics. Using gamification to learn change management is much more effective than learning from static PowerPoint slides. Change management knowledge is information acquired through sensory input, such as reading, watching, listening, etc. Change management skills refers to the ability to apply change management knowledge during change implementation.

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Tags: Business Strategy, Change Management, Leadership

Paperback Published January 2022 – Change Management Adoption - Volume 5
PFG
January 12, 2022
Change Management Adoption - Leadership of Change Volume 5
Released on Amazon January, 2022

Change Management Body of Knowledge (CMBoK) Volume 5

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.

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Tags: Business Strategy, Change Management, Leadership

a2B Change Management Framework (a2BCMF) - Step #3 Icon: Assess Previous Change
PFG Publishing
October 24, 2020
3rd Critical Organisational Change Implementation Step - Plan Phase

Assess Previous Change:
This step is about Assessing Previous Change to achieve future change management success. This involves analysing previous organisation change history to mitigate previous weaknesses and enhance future success.
“To achieve future organisational change management success, analyse previous change history to mitigate previous weakness and enhance future success”
Business Benefits:Assessing previous change history can provide data and insights as to what worked well, or not so well in the past. This can provide guidance for future change implementations in order to improve adoption and benefits realisation.

Business Objective: Lessons learned from previous change history can:
❖ Enhance Previous Change Success: Establish what worked well previously so it can be used to enhance future change implementation success.
❖ Mitigate Previous Change Weaknesses: Establish what did not work well so the same mistakes are not repeated, mitigating previous implementation change weaknesses.

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.

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Tags: Business Strategy, Change Management, Leadership

a2B Change Management Framework (a2BCMF) - Step #2 Icon: Secure Sponsorship and Resources
PFG Publishing
October 17, 2020
2nd Critical Organisational Change Implementation Step - Plan Phase

Secure Sponsorship and Resources:
Sponsorship: The sponsor is a senior executive who is responsible for delivering change success. They are accountable for the delivery of all ten-steps of the a2B Change Management Framework.
Resources: The sponsor will need the support of a competent and motivated change team, a supportive CEO, the organisation’s leadership team and change agents to help them implement the change.
“Without effective and proactive sponsorship, the change programme will eventually fail, the change will not be adopted by the employees or sustained, and it will not deliver the intended benefits”
Business Benefits: Sponsorship is the single most important factor in organisational change success. Without effective and proactive sponsorship, the organisation’s investment in its portfolio of change programme or projects will not provide a return on investment (ROI).

Business Objective: The sponsor and the change resources will work with the stakeholders through the a2BCMF to deliver the change benefits, ensuring both a ROI and the intended strategy are achieved.

a2B Change Management Framework (a2BCMF) Step 2 Secure Sponsorship and Resources, Leadership of Change, Change Management Quote “Without effective and proactive sponsorship, the change programme will eventually fail, the change will not be adopted by the employees or sustained, and it will not deliver the intended benefits” ~ Peter F Gallagher Change Management Expert and Global Thought Leader, a2B Change Management Framework (a2BCMF) Step 2 Secure Sponsorship and Resources, Leadership of Change, Change Management Quote “Without effective and proactive sponsorship, the change programme will eventually fail, the change will not be adopted by the employees or sustained, and it will not deliver the intended benefits” ~ Peter F Gallagher Change Management Expert and Global Thought Leader,

Blob Source: https://www.peterfgallagher.com/single-post/a2b-change-management-framework-a2bcmf-step-2-icon-secure-sponsorship-and-resource

Tags: #Business Strategy, #Change Management, #Leadership, #LeadershipOfChange

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Tags: Business Strategy, Change Management, Leadership

a2B Change Management Framework (a2BCMF) - Step #1 Icon: Change Definition
PFG Publications
October 10, 2020
1st Critical Organisational Change Implementation Step - Plan Phase

Change Definition: The process of defining the change and aligning the programmes within the portfolio to the organisation’s strategy, ensuring it has a business case and resources to deliver business benefits.
“Unless the change programme is continually aligned to the organisation’s strategy and capacity it will not deliver speedy benefits or value to the organisation”
Business Benefits: Too many change programmes and transformations fail to deliver the business benefits and value on which they are justified. This step identifies the key foundations that need to be in place to deliver the benefits. This step ensures proper due diligence by assessing estimates of costs, benefits and risks, go/no go decision, etc.

Business Objective: To assess if the change is aligned with the organisation’s strategy, it should have a business case and resources to deliver value, clear stakeholder impacts, proper governance, a high-level timeline and milestones. An important deliverable that could differentiate this change programme from other projects will be benefits planning and tracking.



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.

Source: https://www.peterfgallagher.com/single-post/a2b-change-management-framework-a2bcmf-step-1-icon-change-definition

Tags: #Business Strategy, #Change Management, #Leadership, #LeadershipOfChange

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Tags: Business Strategy, Change Management, Leadership

Change Management Book Quintet: Leadership of Change Volumes 1, 2, 3, A and B
PFG Publishing
August 13, 2020
Leadership of Change Management Book Quintet

Leadership of Change Volumes
The volumes in this series 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 twenty countries.

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Tags: Business Strategy, Change Management, Leadership

Leadership of Change - a2BCMF - 10 Step Quotes
PFG Publishing
August 02, 2020
a2B Change Management Framework - Steps 1 -10 Change Management Quotes

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

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Tags: Leadership, Change Management, Business Strategy

Change Management Gamification Benefits
LinkedIn
June 17, 2020
Change Management Gamification is the new 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.

Benefits
~ Simulated Business Case Study: A business change implementation simulation can be practised

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Tags: Business Strategy, Change Management, Leadership

Record Webinar Learning Day with Luminary - The Why, What and How of Change
PFG Publishing
June 14, 2020
Now Completed: “THE WHY,WHAT,AND HOW OF CHANGE” by Peter F Gallagher (13th of JUNE, 2020)

Fantastic day held over 17 hours - 17 Topics - 18 Speakers from 8 countries = Probably a record breaker


Peter F Gallagher was a guest for an hour on the 17-hour marathon webinar called LEAD, FOLLOW OR GET OUT OF THE WAY! held on the 13th of June. Peter was one of our 18 panelists for the event!

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Tags: Leadership, Change Management, Business Strategy

Webinar Learning Days with Luminary - The Why, What and How of Change
PFG Publishing
June 05, 2020
Join Peter F Gallagher on the 13TH of JUNE, 2020 discussing “THE WHY,WHAT,AND HOW OF CHANGE” for his segment at 1700hrs(IST) if you are in Colombo, or 1230hrs (BST) London, UK (UTC/GMT +1) for anyone else joining in from around the world.

Join in as we attempt to set a NEW RECORD!

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Tags: Leadership, Change Management, Business Strategy

Webinar Learning Days with Luminary - The Why, What and How of Change
PFG Publishing
June 01, 2020
Join Peter F Gallagher: Lead, Follow or Get Out of the Way

A premier like never before: 1 day, 17 hours and 18 speakers to start off with a BANG! Probably the LARGEST and LONGEST - LIVE webinar. Keep the day free - 13 June 2020!

During this webinar Peter will speak about the What, Why and How of Change Management. During the How will cover 10 Change Management Lessons Learned, sharing insights into the challenges that organisations and their leaders face while implementing change.

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Tags: Leadership, Change Management, Business Strategy

Change Management - Organisation Change Capacity and Workload
PFG Publishing
May 20, 2020
An organisation’s capacity can be defined as the organisation’s total ability to deliver normal day-to-day operations and change activities. If the organisation does not have change capacity it is unlikely the employees will be able to take on any extra workload. Getting this balance right can mean the difference between successfully delivering both, however the data from the change history assessment (CHA) constantly highlights this as a challenge. The feedback from employees is that their workload is not considered when the organisation is implementing change. Specific feedback indicates that workload is not taken into account when learning new software, technology, systems, methods or processes. This change overload not only causes workforce stress but also creates resistance to the change that would otherwise have been accepted.

https://www.thinkers360.com/tl/blog/members/change-management-organisation-change-capacity-and-workload

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Tags: Leadership, Change Management, Business Strategy

Change Management Gamification CMExec - Introduction
PFG Publishing
May 18, 2020
Change Management Gamification Change Management Gamification is the new 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.

Change Management Gamification CMExe
This game focuses on how to implement organisational change to achieve a return on investment, gain employee adoption and sustainability. The participants are given the responsibility of implementing various strategic change initiatives into AutoChangeTM Systems who are introducing a new IT System. The game takes the participants through the ten key steps to achieve successful change implementation. This change management gamification workshop manual supports organisational leaders to learn about change leadership in a workshop environment using a business simulation. This business simulation enables experiential learning in a safe environment so the skills and knowledge can be immediately applied back in the workplace. Your abilities to plan, execute and sustain change are measured throughout the game

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Tags: Leadership, Change Management, Business Strategy

Change Management Book Series: Leadership of Change Volumes 1, 2, 3 & A
PFG Publishing
May 17, 2020
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.

Volumes 1, 2, 3 and A
The volumes in this series 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 twenty countries.

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Tags: Leadership, Change Management, Business Strategy

Trusted Adviser: Change Management Leadership
PFG Publishing
February 09, 2020
One of the most important considerations for a change practitioner or a lean practitioner is that, without trust you will not achieve improvement or change through people. As a change improvement agent, you are selling a change to the organisation. The person you engage with will ask one key question when you introduce yourself, “can I trust you?” The Trust Equation provides a model to show the key elements of a change agent as a Trusted Adviser. The objective is to build trust by increasing credibility, reliability, intimacy and to lower self-orientation.

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Tags: Leadership, Change Management, Business Strategy

Employee Change Adoption - Aligning the Employee and Organisation
PFG Publishing
February 07, 2020
Achieving Employee Change Adoption in a major organisation change or transformation has mixed success and the ROI benefits are not always realised. The main objective of any change project is to deliver improved future performance by facilitating and enabling step improvement, from the current “a” state to the future improved “B” state. The improved future “B” state is about getting Change Adoption. It is about providing the employees with the new skills, behaviours and motivation so they are aligned with the organisation’s processes and systems. Leadership and sponsorship are key enablers to change success, articulating why the change is necessary and how it links to the strategy. Communication is one of the key levers to deliver successful Change Adoption, it 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 that is imperative for successful change.

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Tags: Business Strategy, Change Management, Leadership

Change Management - Sponsorship is one of the Most Important Elements in any Change Journey
PFG Publishing
February 04, 2020
After delivering change, transformation, business and process improvement projects for over thirty years, it is difficult not to accept that one of the most important elements in change project success is effective and proactive sponsorship. In fact, without effective and proactive project sponsorship, the project will eventually fail. There are three key elements to support the project: ‘Say’, ‘Support’ and ‘Sustain’! Common sense is not always common, similarly effective and proactive sponsorship is not always applied, thus change does not always deliver the intended benefits.

“Sponsorship is the single most important factor in change success” ~ Peter F Gallagher

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Tags: Leadership, Change Management, Business Strategy

Change Leadership Definition
PFG Publishing
December 28, 2019
"Change leadership is about being a proactive growth mindset employee who has the knowledge, skills and ability to successfully transition an organisation from the current state ‘a’ to the future ‘B’ state, ensuring adoption and benefits realisation. This transition involves planning the change, executing the change so that the organisation and its employees sustain the change or transformation"

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Tags: Business Strategy, Change Management, Leadership

Business Improvement - Transforming Global HR Processes (Case Study)
PFG Publishing
August 21, 2019
The right employees are an organisation’s key asset and offer core competitive advantage. Treat them so and develop them, so they can aspire and with the right strategy and leadership you can become a global leader. Employees are the customer interface to deliver client value and nowhere is this more evident than in a global energy organisation with over 90,000 employees, based in over 90 difference countries. If the HR function can manage key employee life-cycle processes, to get the right people, with the right skills, into the right country, at the right time, this will impact project delivery and enhance client value. This is especially true if 7,500 of these employees are expatriate and they bring specialist knowledge and skills not yet developed within the country.
Lean business and process improvement was deployed globally across the organisation as an enabler, to improve wider organisation process waste removal, simplification and efficiency. The HR Executive deployed Lean to improve processes around the employee life-cycle, build process improvement capability and apply those skills in everyday work to create a culture of continuous improvement.

“The right employees are an organisations key asset and offer core competitive advantage. Treat them so and develop them, so they can aspire and with the right strategy and leadership you can become a global leader”

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Tags: Leadership, Change Management, Business Strategy

5 Board Memberships
ACMP Board of Directors
Association of Change Management Professionals® (ACMP®)
September 13, 2021
Association of Change Management Professionals (ACMP)
Globally voted onto the ACMP Board of Directors by fellow Association of Change Management Professionals - Sep 2021 for a three year term.

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Tags: Business Strategy, Change Management, Leadership

ACMP - Certification Governance Committee Member
ACMP Global
June 01, 2021
he Association of Change Management Professionals is dedicated to advancing the discipline and profession of change management practices that support the success of individual and organizational change for the realization of intended business results.

The Certification Governance Committee has been established by the Association of Change Management Professional's Board of Directors to validate compliance with policies related to the Certified Change Management Professional (CCMP) Certification of the Association.

The Committees's ongoing operational deliverables are the following:
• Review policies and procedures related to ACMP certification programs in alignment with an ISO methodology and guidelines with BOD approval secured.
• Report submitted quarterly to the BOD on any decisions made in relation to complaints and appeals cases brought to the CGC.
• Review psychometric work and how exam questions are performing. Make recommendations on any changes/updates to the exam questions.

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Tags: Business Strategy, Change Management, Leadership

ACMP Speaker Committee
Association of Change Management Professionals (ACMP)
June 22, 2020
Purpose
The Speaker Committee is responsible for providing direction to the Change Management annual conference through selection of the conference theme, education track topics, and selecting of session speakers. In addition, the Speaker Committee serves as support for speakers by acting as liaisons in preparation for the conference.

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Tags: Business Strategy, Change Management, Leadership

Association of Change Management Professionals (ACMP) UK Vice-President
Association of Change Management Professionals (ACMP) UK
August 01, 2019
Vice-President Aug 2019 to Aug 2021 (2 Year term)
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.
ABOUT ACMP UK: The Association of Change Management Professionals (ACMP) United Kingdom Chapter serves members and organisations across the UK. As part of a growing, global community of 4,000+ Change Management professionals, we are leading the way change works. Our mission is to create a community for professionals and our networks, for those who are passionate about organisational change, knowledge sharing, leadership and professional development. Our members advance the profession and discipline of Change Management, and serve as an independent, trusted source of professional excellence.

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Tags: Business Strategy, Change Management, Leadership

UK Board Member (Officer) - JT LIMITED
UK Gov Companies House
August 27, 2010
JTL

Company number 02336110

Registered office address: Stafford House, 120/122 High Street, Orpington, Kent, BR6 0JS

Company status: Active

Company type: Private Limited Company by guarantee without share capital use of 'Limited' exemption

Incorporated on: 23 March 2000

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Tags: Business Strategy, Change Management, Leadership

11 Books
Change Management Sponsorship: Leadership of Change Volume 7
Amazon
June 10, 2022
Change Management Sponsorship - Leadership of Change Volume 7
Change Management Body of Knowledge (CMBoK) Volume 7
Change Management Sponsorship: Effective and proactive sponsorship is essential for successful organisational change. This book outlines the three critical sponsorship responsibilities to implement change: Say - communicate the change, Support - provide resources, engage and coach and Sustain - intervene, reward, and embed, structured on the a2B3S Change Sponsorship Model.

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Tags: Leadership, Change Management, Business Strategy

Change Management Behaviour: Leadership of Change Volume 6
Amazon and PFG Publishing
April 11, 2022
Published my latest book on Amazon as a paperback:
Change Management Behaviour - Leadership of Change Volume 6
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 leaders, sponsor and change team must support employees through the change transition by implementing five key change behaviour life cycle steps: Recognise, Redesign, Resolve, Replicate and Reinforce using the a2B5REmployee Behaviour Change Model.

https://www.amazon.com/-/es/dp/B09XMSD22K/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=&sr=
https://www.peterfgallagher.com/publications
https://www.amazon.com/Peter-F-Gallagher/e/B07P7NF6TP%3Fref=dbs_a_mng_rwt_scns_share

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Tags: Leadership, Change Management, Business Strategy

Change Management Adoption: Leadership of Change Volume 5
PFG Publishing & Amazon
January 02, 2022
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.

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Tags: Business Strategy, Change Management, Leadership

Change Management Leadership: Leadership of Change - Volume 4
PFG Publishing
November 24, 2021
Change Management Leadership - Leadership of Change Volume 4

Change Management Body of Knowledge (CMBoK) Volume 4

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 change vision, Model the new way and Intervene to ensure sustainable change, structured on the AMI Change Leadership Model.

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.

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Tags: Business Strategy, Change Management, Leadership

Change Management Behaviour: Leadership of Change Volume 6 (Leadership of Change - Change Management Body of Knowledge (CMBoK) Volumes)
PFG Pubishing
September 30, 2021
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 model outlines the five key life cycle steps of the change transition that change teams should take their organisation and employees through. The first step is to get the organisation and its employees to Recognise there is a behaviour issue. The new behaviours then need to be Redesigned and a Resolution made to implement and Replicate them. Finally, the new way should be Reinforced. Change implementation focuses on aligning employees, processes, systems and leaders, it is also supported by the a2B Change Management Framework (a2BCMF).

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Tags: Leadership, Change Management

Change Management Adoption: Leadership of Change Volume 5
Amazon
June 30, 2021
Change Management Body Of Knowledge – Book 5
Change Management Adoption: Achieving Employee Change Adoption in a major organisation change or transformation has mixed success and the ROI benefits are not always realised. For change adoption to be successful, the leaders, sponsor and change team should support the employees through the change transition by providing Awareness, Understanding, Involvement, Learning, and Motivation for the change.

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Tags: Leadership, Change Management, Business Strategy

Change Management Gamification Adoption: Leadership of Change Volume B
PFG Publishing
November 30, 2020
Change Management Gamification Adoption - Leadership of Change Volume B

This change management gamification workshop manual supports change practitioners to learn about change implementation with a focus on employee adoption in a workshop environment using a business simulation. It includes a business case study that enables experiential learning in a safe environment so the skills and knowledge can be immediately applied back in the workplace.



About this Book: Leadership of Change Volume B is a workshop manual used as one of the aids for learning change management through gamification. The benefits of change management gamification include a safe, fun learning environment with instant feedback and team learning that can be applied immediately back in the workplace. Volume B is a leadership simulation tool that focuses on employee change adoption. The most effective change practitioner understands change management methodologies and concepts with the ability to tailor them to their own specific project or change initiative. They can work with the sponsor, leaders, employees and other key stakeholders to successfully implement organisation change, with a focus on employee change adoption and benefits realisation. We use gamification so that your employees can learn, test and prepare to successfully deliver sustainable organisational change. It helps change practitioners test different leadership of change strategies through experiential learning with their peers. This colourful manual includes a case study about the implementation of an IT system to support the organisation as it adopts new technology and changing customer buying habits. The participants play the Change Practitioner role, working with twelve key stakeholders and an external partner to successfully implement change. Change Management Gamification - Adoption is usually played over a day and has three phases: Plan, Execute and Sustain. The simulation follows both the AUILM Employee Change Adoption Model and the ten step a2B Change Management Framework (a2BCMF). There are ten rounds and during each round the change practitioners pick their chosen change tactic before they find out how the stakeholders react. The change tactics are supported by over forty change management concepts, graphically illustrated.

Gamification: Using change management gamification for experiential learning to develop change adoption skills and knowledge in a workshop, using a business simulation, structured on the AUILM Employee Change Adoption Model

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Tags: Business Strategy, Change Management, Leadership

Change Management Gamification Leadership - Leadership of Change Volume A
Amazon
June 02, 2020
Change Management Gamification Leadership:
This change management gamification workshop manual supports organisational leaders to learn about change leadership in a workshop environment using a business simulation. It includes a business case study that enables experiential learning in a safe environment so the skills and knowledge can be immediately applied back in the workplace.

About this Workshop Manual: Leadership of Change Volume A is a workshop manual used as one of the aids for learning change management through gamification. The benefits of change management gamification include a safe, fun learning environment with instant feedback and team learning that can be applied immediately back in the workplace.
Volume A is a simulation tool that focuses on change leadership. It helps leaders test different leadership of change strategies through experiential learning with their peers. This colourful manual includes a case study about the implementation of an IT system to support the organisation as it adopts to new technology and changing customer buying habits. The participants play the Head of Change role, working with twelve key stakeholders and an external partner to successfully implement change. Change Management Gamification - Leadership is usually played over a day and has three phases: Plan, Execute and Sustain. The simulation follows the ten step a2B Change Management Framework (a2BCMF). There are ten rounds and during each round the change leaders pick their chosen change tactic before they find out how the stakeholders react. The change tactics are supported by over forty change management concepts, graphically illustrated.

Other Leadership of Change Volumes:
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

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Tags: Leadership, Change Management, Business Strategy

Change Management Handbook - Leadership of Change Volume 3
PFG Publishing
August 14, 2019
This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary, structured on the ten step a2B Change Management Framework each with a practical case study.

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 in 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. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully sustaining and closing the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM Employee Change Adoption Model and the a2B5R Employee Behaviour Change Model.

Other Leadership of Change Volumes:
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

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Tags: Leadership, Change Management, Business Strategy

Change Management Pocket Guide - Leadership of Change Volume 2
PFG Publishing
April 16, 2019
Change Management Pocket Guide:
This pocket guide contains over thirty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary, structured on the ten-step a2B Change Management Framework.

About the Book:
This pocket guide is a practical, hands-on guide built around the a2B Change Management Framework (a2BCMF). It is designed to support change practitioners delivering hands-on organisational change. This pocket guide supports a programme approach to organisational change, starting with ‘change definition’ (strategy alignment) and moving through to ‘sustain and close’. The ten-step a2BCMF is supported by over thirty concepts, a change adoption model, a behavioural change model, figures, assessments, tools, templates, checklists and plans, as well as a roadmap and glossary. It covers the key change management concepts such as sponsorship, communications, readiness, resistance and adoption. The assessments provide valuable input on whether the team should progress from one critical a2BCMF step to the next.

Other Leadership of Change Volumes:
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

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Tags: Business Strategy, Change Management, Leadership

Change Management Fables - Leadership of Change Volume 1
PFG Publishing
March 13, 2019
Change Management Fables:
Ten fables about the leadership paradox of implementing organisational change management versus delivering normal day-to-day operations, structured on the a2B Change Management Framework.

About this Book:
Leaders go about their daily task of implementing the organisation’s strategy to deliver financial results. All of a sudden there is a change explosion that disrupts normal day-to-day operations. This is 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, full employee change adoption, and sustainable change.
Leadership of Change Volume 1 represents the author’s experiences throughout his career, it provides ten practical stories of typical and consistent change management challenges that organisations and leaders experience when implementing organisation change, transitioning their organisation from the current ‘a’ state to the future ‘B’ state. Potential solutions are introduced which are developed in subsequent volumes. This book includes illustrations as well as the a2B Change Management Framework (a2BCMF), the AUILM Employee Change Adoption Model and the a2B5R Employee Behaviour Change Model.

Other Leadership of Change Volumes:
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

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Tags: Business Strategy, Change Management, Leadership

1 Book Chapter
Change Management Handbook 3.3.3 The Importance of Assessing Previous Change
PFG Publishing - The Leadership of Change Volume 3
August 04, 2019
The change history assessment (CHA) can be used to review the outcomes of previous change programmes and initiatives. It provides organisational insights that may increase the likelihood of successful implementation through the analysis of lessons learned, mitigating previous weaknesses and enhancing future success. Many large organisations use change impact and readiness assessments to establish organisational insights prior to change implementation. The CHA provides a diagnostic analysis of previous change programmes to establish root causes (Ishikawa, 1990) that may have prevented a change from being more successful. The objective is to develop improved change management implementation plans using real data that will enhance future change success. This data driven approach can be used to establish internal organisational change management leading practices for future programmes. Previous change programmes can leave a lasting negative or positive effect, and it is important to learn from them by performing structured analysis.

3.3.4 Change and Learning Organisations
Central to the CHA is organisational learning (Senge, 19901). According to Senge, learning organisations are “where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.” Organisational learning is an ongoing process which produces everlasting change. Organisational change is likely to be easier to implement into an organisation that understands the need for the change. Having employees with a growth mindset further improves the chances of successful change. The growth and fixed mindset concepts are developed further in Section 3.7.10.

3.3.5 Change History Assessment - Elements
After having worked on change, transformation and improvement programmes over the last thirty years, it is easy to see consistent factors arising. The Leadership of Change has defined ten key elements of the change history assessment (CHA). They are based on reviewing previous organisational change implementations, interviews with employees and lessons learned reviews. The recurrence of these factors may vary from organisation to organisation at any point in time, but they are data points that consistently surface when assessing the success of previous change implementations. The ten elements are listed in Figure 3.3.2.

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5 Coursewares
Change Management Leadership - Online Mini Masterclass A1
Teachable
November 14, 2022
Online self-paced mini masterclass:
Based on the Change Management Handbook
A structured approach to organisation change implementation
10 mini masterclass lessons
Supports practical change implementation
Over 60 minutes of video
Curated reading
40-question assessment
Digital badge

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Tags: Business Strategy, Change Management, Leadership

Change Management Gamification - CMExec
PFG Publishing
March 26, 2020
Change Management Gamification
Change Management Gamification is the new 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.

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.

The Game
The participants are given the responsibility of implementing various strategic change initiatives into a fictional organisation. They must follow a change management framework to implement the change. Their abilities to plan, execute and sustain change are measured throughout the game.

The Theory
Leadership of Change is based on the proprietary a2B Change Management Framework, the AUILM Change Adoption Model and the a2B5R Employee Change Behaviour Model.

Current Bespoke Gamification Offering
Change Leadership - Change Management Executive (CMExec)
About CMExec: CMExec is 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.

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Tags: Business Strategy, Change Management, Leadership

Change Leadership Alignment Process
PFG Publishing
March 23, 2020
Design Five Step Approach to Leadership Alignment Process

1. Change History Assessment: A data driven approach to establish how successful the organisation was at previous change.

2. 1:1 Leadership Interviews: Peter will interview each of the leadership team to establish the gaps within the organisation and the barriers to implementing strategic change successfully.

3. Strategic Alignment: The leadership team should be aligned with the organisation's strategic priorities and their vision for change should be prepared.

4. Develop High Performing Teams: The leadership team will have to have trust and stay committed so they can to achieve their objectives and goals.

4. Develop Leadership of Change Capability: Change management gamification will be used for experiential learning during a change case study where the leadership team gets to assess, select and implement their chosen change tactics through three simulation change phases: Plan, Execute and Close.

"The best leadership teams have purpose, they are aligned on their strategic objectives, they are a high performing team and have change leadership skills to navigate 4IR"

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Change Management Glossary
PFG Publishing
February 15, 2020
A comprehensive change management glossary that contains more than 150 terms providing clear and simple descriptions to boost your organisational change management knowledge. Please feel free to utilise our a2B Change Management Glossary below. If you find it useful, please consider buying our paperbacks and electronic books.

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Tags: Business Strategy, Change Management, Leadership

Change Management Practitioner Programme
PFG Publishing
March 10, 2019
Target Audience:
Change Professionals, HR Leaders, Function Heads, Project Managers and Lean Practitioners.

So What:
We enable change programme delivery, employee change adoption and behaviour change.
Organisation Value: Our trainers are globally experienced change implementation executives who focus on building organisation Change capability.

Who Should Attend?
This course is for delegates who want to improve their professional change skills to support their organisation in a major change or transformation. This programme is designed to build change management capability. Delegates will gain an insight into change implementation models, tools and techniques that can help deliver effective change. This course is highly practical, focusing on challenges and opportunities typically faced by change professionals in their organisation.

What Will You Learn?
The training follows a change programme implementation approach with ten key modules. Each module has an exercise to provide experiential learning and are supported by three critical change models:
~ a2B Change Management Framework (a2BCMF)
~ AUILM – Employee Change Adoption Model
~ a2B5R – Behavioural Change Model
The course also develops facilitation and trusted adviser skills.

Organisation Leadership Benefits
Having internal Change Management Practitioner capability gives the organisation competitive advantage and agility to deal with internal and external change. The leadership team can then adapt quickly to change, reduce employee resistance, implement change and obtain the Return on Investment (ROI). Leaders who manage change remove obstacles affecting efficiency, helping to maintain company productivity whilst reducing change implementation time.

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Tags: Business Strategy, Change Management, Leadership

6 eBooks
Change Management Sponsorship: Leadership of Change Volume 7
Amazon PFG Publishing
November 11, 2021
(Leadership of Change - Change Management Body of Knowledge (CMBoK) Volumes) Kindle Edition
Change Management Body of Knowledge Volume 7:
Change Management Sponsorship: Effective and proactive sponsorship is essential for successful organisational change. This book outlines the three critical sponsorship responsibilities to implement change: Say - communicate the change, Support - provide resources, engage and coach and Sustain - intervene, reward, and embed, structured on the a2B3S Change Sponsorship Model.

See publication

Tags: Business Strategy, Change Management, Leadership

Change Management Behaviour: Leadership of Change Volume 6
PFG and Amazon
September 30, 2021
Change Management Behaviour: Leadership of Change Volume 6 (Leadership of Change - Change Management Body of Knowledge (CMBoK) Volumes)

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 leaders, sponsor and change team 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.

See publication

Tags: Business Strategy, Change Management, Leadership

Change Management Leadership - Leadership of Change Volume 4
Amazon
March 30, 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.

See publication

Tags: Business Strategy, Change Management, Leadership

Change Management Handbook: Leadership of Change Volume 3
PFG Publishing
August 04, 2019
Change Management Handbook:
This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary, structured on the ten step a2B Change Management Framework each with a practical case study.

About the 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 in 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. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully sustaining and closing the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM Employee Change Adoption Model and the a2B5R Employee Behaviour Change Model.

Other Leadership of Change Volumes:
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

See publication

Tags: Business Strategy, Change Management, Leadership

Change Management Pocket Guide: Leadership of Change Volume 2
PFG Publishing
April 16, 2019
Change Management Pocket Guide:
This pocket guide contains over thirty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary, structured on the ten-step a2B Change Management Framework.

About the Book:
This pocket guide is a practical, hands-on guide built around the a2B Change Management Framework (a2BCMF). It is designed to support change practitioners delivering hands-on organisational change. This pocket guide supports a programme approach to organisational change, starting with ‘change definition’ (strategy alignment) and moving through to ‘sustain and close’. The ten-step a2BCMF is supported by over thirty concepts, a change adoption model, a behavioural change model, figures, assessments, tools, templates, checklists and plans, as well as a roadmap and glossary. It covers the key change management concepts such as sponsorship, communications, readiness, resistance and adoption. The assessments provide valuable input on whether the team should progress from one critical a2BCMF step to the next.

Other Leadership of Change Volumes:
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

See publication

Tags: Business Strategy, Change Management, Leadership

Change Management Fables: Leadership of Change Volume 1
PFG Publishing
March 17, 2019
Change Management Fables:
Ten fables about the leadership paradox of implementing organisational change management versus delivering normal day-to-day operations, structured on the a2B Change Management Framework.

About this Book:
Leaders go about their daily task of implementing the organisation’s strategy to deliver financial results. All of a sudden there is a change explosion that disrupts normal day-to-day operations. This is 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, full employee change adoption, and sustainable change.
Leadership of Change Volume 1 represents the author’s experiences throughout his career, it provides ten practical stories of typical and consistent change management challenges that organisations and leaders experience when implementing organisation change, transitioning their organisation from the current ‘a’ state to the future ‘B’ state. Potential solutions are introduced which are developed in subsequent volumes. This book includes illustrations as well as the a2B Change Management Framework (a2BCMF), the AUILM Employee Change Adoption Model and the a2B5R Employee Behaviour Change Model.

Other Leadership of Change Volumes:
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

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Tags: Business Strategy, Change Management, Leadership

1 Founder
a2B Advisory Consulting
a2B Advisory Consulting
September 29, 2016
a2B Advisory Consulting Ltd, is a specialist management consultancy with offices in London and Edinburgh. We provide organisational change management services to enable the Leadership of Change for our clients from their current 'a' state to the future 'B' state. Our proprietary a2B Change Management Framework (a2BCMF) is used to support our clients to realise the full value and benefits of their transformation projects or programmes to delivery strategy and competitive advantage.

https://beta.companieshouse.gov.uk/company/10400405/filing-history

a2B ADVISORY CONSULTING LIMITED
Registered in England and Wales
Company Registration No: 10400405
Incorporation: 29 Sep 2016

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Tags: Leadership, Change Management, Business Strategy

3 IP Assets
Change Management Gamification Leadership Business Simulation (App)
Peter F Gallagher
June 15, 2023
Experiential Learning Leader Business Simulation Workshop:
Our change management gamification one-day workshop is an interactive and dynamic way for organisational leaders to learn both change leadership skills and knowledge using game characteristics and experiential learning. Participants will also develop change leadership self-awareness about their own emotions and those of the case study stakeholders as they react to the leader’s chosen change tactic during the one-day workshop with peers.

Learning App:
The app contains a case study, it is a business simulation which focuses on implementing a new business management system, and the workshop participants perform the role of the ‘Head of Change’ over ten rounds, applying their chosen change tactic at the end of each round. The app’s thirteen stakeholders can react positively, neutrally, or negatively to each team’s chosen change tactic. The app displays stakeholder reactions and feedback, their game board position, and team scores. It also includes 28 learning videos embedded throughout the ten rounds. Each participant receives a final report on game completion, showing their team’s change concept choices, stakeholder reactions, overall score, etc.


https://www.peterfgallagher.com/gamification-leadership-a

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Tags: Business Strategy, Change Management, Leadership

Change Leadership Alignment Process
PFG Publications
May 19, 2020
Five Step Approach to Change Leadership Alignment
The five steps of the change leadership alignment process (Figure 3.1.1) are:
Step 1 - Change History Assessment (CHA): The CHA data driven approach to establish how successful the organisation was at previous change. It provides organisational insights that can increase the likelihood of successful implementation through the analysis of lessons learned, mitigating previous weaknesses and enhancing future success.
Step 2. 1:1 Leadership Interviews: Interview with each of the leadership team to establish the gaps within the organisation and the barriers to implementing strategic change successfully.
Step 3. Strategic Alignment: The leadership team should be aligned with the organisation's strategic priorities and their vision for change should be prepared.
Step 4. Develop High Performing Teams: The leadership team will have to have trust and stay committed so they can achieve their strategy change objectives and goals.
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 gets to assess, select and implement their chosen change tactics through three simulation change phases: Plan, Execute and Sustain.

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Tags: Business Strategy, Change Management, Leadership

Change History Assessment (CHA)
SlideShare
June 15, 2017
The Change History Assessment (CHA) is used by change teams to review the outcomes of previous change programmes within their organisation. It provides organisational insights that can increase the likelihood of successful implementation through the analysis of lessons learned, mitigating previous weaknesses and enhancing future success. It is important to learn from previous change by performing structured analysis to identify negative issues and to avoid repeating them on the next change. The insights from the CHA will help to shape the change approach, planning and the resistance strategy.

“To achieve future organisational change management success, analyse previous change history to mitigate previous weakness and enhance future success” ~ Peter F Gallagher

Previous Change Previous History will Impact Future Success. The CHA is executed during Step 2 of the a2B Change Management Framework (a2BCMF).

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Tags: Business Strategy, Change Management, Leadership

9 Keynotes
ACMP Turkey: 24th Nov 2021 - Peter F Gallagher Speaking on the Leadership of Change
ACMP Turkey and PFG
November 24, 2021
Webinar Keynote Title: Ten Change Management Lessons Learned and Leadership Alignment
.
Peter uses the Leadership of Change in his engagements with organisational leaders to prepare them for their change or transformation journey. In this webinar, he will speak on two associated topics:
.
Ten Change Management Lessons Learned All Leaders Should KNOW: Peter speaks about 10 key lessons learned from implementing change and improvement transformation programmes. He brings these key lessons to life with stories and provides tips on each, so similar mistakes can be avoided by leadership teams.
.
Change Leadership Alignment: The change question set Peter asks all leaders is: “Do you know your organisation’s change history? Do you have a change vision? Are you aligned on your strategic objectives? Are you a high performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?” In this topic, Peter will discuss some of the steps of his change leadership alignment process.
.
https://www.linkedin.com/posts/peterfgallagher_leadershipofchange-changemanagement-a2bconsulting-activity-6868931921829732354-yDoo

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Tags: Business Strategy, Change Management, Leadership

ASQ EMEA Virtual Conference: Nov 2021 - Peter F Gallagher Speaking on Change Leadership Lessons
PFG Publishing
November 10, 2021
10 Change Management Leadership Lessons Learned - All Leaders SHOULD Know

"Excellence Through Quality Leadership: Productivity, Resilience, Sustainability"

Conference Registration link - https://bit.ly/3ioQANv

Speaking Topic:
Change Management Leadership Lessons Learned - All Leaders SHOULD Know
Change Management Supporting Sustainable Quality and Improvement Initiatives

Agenda
Learning objectives:
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
Summary and Practical Take-Aways
Q&A

Practical Takeaways:
1. Organisational change management is a game changer for successful project delivery
2. Proactive sponsorship and leadership alignment are critical success factors
3. To achieve future organisational change management success, assess previous change
4. There will always be resistance

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Tags: Business Strategy, Change Management, Leadership

ACMP East Coast Australia: Nov 2021 - Peter F Gallagher Speaking on the Leadership of Change
PFG
November 09, 2021
Change Management, Leadership Responsibilities and Enablers
The Association of Change Management Professionals East Coast Australia Chapter invites you to our pre-launch event: Tuesday 9th Nov 2021

Agenda:
Introduction: 10 min
Peter Cully - President ACMP Eastern Australia Chapter
David Maybin - VP ACMP Eastern Australia Chapter
Main Keynote: 30 min
Peter F Gallagher - ACMP Global Board of Director Member

Webinar link - https://acmpea.org.au

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Tags: Business Strategy, Change Management, Leadership

Peter F Gallagher Speaking to UK Key Executives - Lean Leader Masterclass - Coventry, UK
PFG Publishing
July 15, 2021
Lean Leader Masterclass - Leadership of Improvement Vistage Group 250 - Birmingham – July 15 2021

Workshop Sessions 1. Change Disruption and 4IR
2. Strategic Planning
3. Lean Masterclass
4. Change Management

July 15, 2021
Lean Leader Masterclass - Leadership of Improvement

Vistage Group CE5 - Coventry – July 15 2021

Workshop Sessions
1. Change Disruption and 4IR
2. Strategic Planning
3. Lean Masterclass
4. Change Management

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Tags: Business Strategy, Change Management, Leadership

Peter F Gallagher Speaking to UK Chief Executives - Lean Leader Masterclass - BirminghamLean Leader Masterclass - Leadership of Improvement Vistage Group CE5 - Birmingham – July 1 2021 Workshop Sessions 1. Change Disruption and 4IR 2. Strategic Planning 3. Lean Masterclass 4. Change Management
PFG
July 01, 2021
Lean Leader Masterclass - Leadership of Improvement

Vistage Group CE5 - Birmingham – July 1 2021

Workshop Sessions
1. Change Disruption and 4IR
2. Strategic Planning
3. Lean Masterclass
4. Change Management

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Tags: Business Strategy, Change Management, Leadership

Leadership of Change - Ten Organisational Change Management Lessons Learned
PFG Speaks
February 11, 2020
Leadership of Change

Ten Organisational Change Management Lessons Learned

Peter F Gallagher

Kuwait Leadership Day
Jumeirah Messilah Beach Hotel & Spa
11th February 2020

Agenda:
4IR and Disruptive Technologies
Typical IT Project Spend
Typical Leadership Approach to Change
Change Management Benefits
Ten Change Management Lessons Learned
Change Leadership Alignment
Change Management Gamification
https://10times.com/kuwait-leadership-day-kuwait-city

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Tags: Leadership, Change Management, Business Strategy

Leadership of Change: Three Change Management Lessons Learned
Scottish Programme and Project Group (SPPMG)
April 04, 2019
Heriot Watt University, Riccarton Campus, Edinburgh, UK
Scottish Programme and Project Group (SPPMG) - Annual Conference
Project management is the practice of initiating, planning, executing, controlling, and closing the work of a team to achieve identified goals and meet specific success criteria at the agreed time.
When an organisation introduces a new project or programme this usually impacts their employees. Change management is the process, techniques and tools to support organisations, leadership teams and individuals going through a change transition from the current state ‘a’ to the future state ‘B’.
Many programme or project implementations do not realise their intended benefits, and integrated project and change management can improve adoption and the ROI.
This session will discuss ‘Three Change Management Lessons Learned’

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Tags: Leadership, Change Management, Business Strategy

Leadership of Change: 10 Change Management Lessons Learned
PFG Speaks
June 21, 2018
On 21st June, Edinburgh will play host to Scotland’s DIGIT Leaders IT Summit, bringing senior technologists from across Scotland together for knowledge exchange, discussion and networking.

IT is evolving: the role of Information Technology within the organisation has fundamentally changed, drawn from a background support function into a crucial centre of innovation, value creation and competitive edge. More than ever before, the success and failure of the organisation is being defined by its technological ability.

IT Project Overspend - 10 Change Management Lessons Learned
Too many change/IT programme and project implementations do not realise the benefits or achieve a ROI. Implementations tend to overspend on IT software, mainly due to late delivery, bugs, unforeseen complexity and as a result communication, change management and training budgets are usual reduced impacting overall implementation success. Peter talks about 10 change management lessons learned which include:
 Many IT project implementations do not realise their intended benefits
 IT budgets tend to overspend, reducing change, communication and training budgets
 Align the project with strategy and dropping less important projects
 The importance of sponsorship and what it means to the leadership team
 Assessing previous change history to avoid past mistakes
 Developing the new skills and behaviours to achieve change adoption is critical

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Tags: Leadership, Change Management, Business Strategy

Peter F Gallagher Change Management Keynote - Edinburgh, UK
Vistage UK & PFG Speaking
May 10, 2018
Change Management Lessons Learned Leaders SHOULD Know

Black Ivy Hotel - 10th May 2018
Thursday 10 May 2018 9:30 AM - 11:30 AM

Agenda:
09:30 Network with a roll and coffee/tea*
10:00 Change Management Presentation
10:45 Questions, Answers and Discussion
11:30 Network
*You will be treated to a warm light breakfast and refreshments.

Afternoon: MINI MASTERCLASS

Target Audience: Business Owners, Change Professionals, HR Leaders, Function Heads, Project Managers and Lean Practitioners, Aspiring Change Professionals.

So What: Get leading practice insights into 10 lessons learned during organisational change and tips on each so your organisation can avoid falling into the same traps. The solution is to enable change programme delivery, employee change adoption and behaviour change.

Organisation Value: Avoiding change implementation mistakes supports speedy change adoption of the new ways of working to deliver the change or improvement ROI and support margin growth. It will help your organisation to stay ahead of the competition.

Who Should Attend? This course is for delegates who want to improve their understanding of change management and maybe take the next step and attend Change Practitioner Training. Your organisation maybe going through a change or your maybe interested in developing a career in change management

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Tags: Business Strategy, Change Management, Leadership

11 Media Interviews
How the Leadership Impacts the Change in Organizations ~ Peter F Gallagher
The Brand Called You
May 18, 2023
Interview with Ashutosh Garg part of the “The Brand Called You” podcast series

S4 E495 Peter F Gallagher, Change Management Global Thought Leader

We all have heard the saying that change is the only constant yet we struggle with change. Change is never easy because as humans we are creatures of habit and it takes a lot of effort to change anything let alone a whole organization. Leadership plays a very vital role in implementing change in any organization. Today we have Peter with us to tell us about how an organization can formulate processes to ease the change throughout their organization.

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Tags: Leadership, Change Management, Business Strategy

Is your organization in need of transition? Well...
LinkedIn
October 06, 2022
Interview with H.E. Amb. Terry Earthwind Nichols

Peter F Gallagher #whatareyoudoing ?

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Tags: Business Strategy, Change Management, Leadership

Interview with Peter F Gallagher Britain - BestStartup.co.uk
BestStartup.co.uk
September 26, 2022
Great Britain has always been a world leader in innovation, we aim to showcase the top companies in Britain, their numerous achievements and how you can get involved and support them. If your company has been featured on our website we would love to chat to you and hear about what you are doing.
Interview with Peter F Gallagher

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Tags: Business Strategy, Change Management, Leadership

Thinkers360 Thought Leader and Influencer Interview with Peter F Gallagher
Thinkers360
August 22, 2022
Thought Leader Interview
Thinkers360 thought leader interviews profile prominent members of the Thinkers360 community who embody the power of ideas in their work. In this edition, we speak with Peter F Gallagher, Global Thought Leader, Guru, Speaker, Author 12x, Change Leadership Alignment Coach, and Board Adviser at Leadership of Change.

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Tags: Business Strategy, Change Management, Leadership

How Can Leaders Facilitate Successful Change At Work
leadersHum
August 20, 2022
Peter F Gallagher Interviewed by Aditya Sahu from leadersHum - Watch the Video
It was a great privilege and honour to be interviewed by Aditya Sahu for leadersHum. A big thank you to Aditya and all the team at leadersHum. Great questions were asked, and I very much appreciated the opportunity to talk on the subject of “How Can Leaders Facilitate Successful Change at Work”. The Leadership of Change which is my passion.

https://www.leadershum.com/video/how-can-leaders-facilitate-successful-change-at-work?contentId=63006cf216bd680a6fe7a688

https://www.youtube.com/watch?v=aeHAUTgVfNM&t=920s

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Tags: Leadership, Change Management, Business Strategy

Inside Track Podcast - Episode #21 - Peter Gallagher
The Transformation Leaders Hub
November 06, 2020
INSIDE TRACK PODCAST #21 PETER F GALLAGHER
Tony is delighted to be joined on today's show by Peter F Gallagher - a Change Management Global Thought Leader, International Corporate Conference Speaker, Author and Leadership Alignment Coach.

Peter is the author of five change management books and we explore these along with the change questions set by Peter as he works with leaders and their team to develop the solution;

Do you have a change vision?

Are you aligned on your strategic objectives?

Are you a high performing team?

Does your team have change leadership skills to lead the change or improvement that your organisation is facing?

He then works with the leadership team to develop a solution.
https://www.peterfgallagher.com/change-leadership-alignment

Enjoy this highly informative episode.



About Peter Gallagher

Peter speaks on the Leadership of Change, change management, change leadership alignment and the benefits of change management gamification. As a speaker, Peter has presented strategic transformations leading practice to Government entities, CEO audiences globally, leadership teams and professional membership conferences. His Linkedin profile is here

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Tags: Business Strategy, Change Management, Leadership

Innohour: Delivering Fresh Ideas to Your Most Pressing Problems
PFG Publications
September 02, 2020
Topic: Technology and Change Resistance

Think change management and resilience training.

Join EduFluent and Peter F. Gallagher, #1 Change Management Global Thought Leader for roundtable discussion.

2020 September 8: 12 pm CST / 1 pm EST - Register HERE

Agenda:
 Welcome
 Introduction of EduFluent
 Introduction of Peter
 Peter to speak for 10 minutes on research around change management and resistance
 Open up discussion to group to share change barriers
 Nikki, Aparna, and Peter contribute feedback and best practices
 In the case there are no barriers or audience questions, we will use the time to discuss case studies of what we are currently seeing and best practices we've used to mitigate
 Closing remarks on InnoHour
 Peter to mention books or other deliverables to audience
 Close

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Tags: Business Strategy, Change Management, Leadership

Change Management Post-COVID 19: The Future of Work is Now
Association of Change Management Professionals (ACMP)
July 08, 2020
The Association of Change Management Professionals invites everyone to attend the webinar: “The Future Of Work" on Wednesday, 08 July.

Panelists will discuss how #COVID19 has impacted the Future of Work and ways #leaders can support their employees/businesses to thrive. Featuring panelists Susan Edwards, Peter Gallagher, Chris Peila, and Douglas Flory.

NOTE: This session will be held twice:

- Register for 9AM EST session: https://lnkd.in/eAywU-D
- Register for 9PM EST session: https://lnkd.in/em28uWf

https://www.linkedin.com/posts/association-of-change-management-professionals_the-future-of-work-is-now-for-many-leaders-activity-6684538704159088640-swSh
https://www.peterfgallagher.com/post/acmp-global-panel-change-management-post-covid-19-the-future-of-work-is-now

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Tags: Leadership, Change Management, Business Strategy

Lead, Follow or Get Out of the Way
LinkedIn
June 13, 2020
Lead, Follow or Get Out of the Way
A premier like never before: 1 day, 17 hours and 18 speakers to start off with a BANG! Probably the LARGEST and LONGEST - LIVE webinar. Keep the day free - 13 June 2020!
Sign up here to receive your link!

Block your calendars because Saturdays are Learning Days with Luminary!

Lead, Follow or Get Out of the Way - A premier like never before: 1 day, 17 hours and 18 speakers to start off with a BANG! Probably the LARGEST and LONGEST - LIVE webinar.

Keep the day free for this marathon webinar discussing reverting topics with a internationally renowned line up of panelist!

Be a part of history in the making!! Click the link below to register!! https://lnkd.in/gEBCxar

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Tags: Leadership, Change Management, Business Strategy

Interviewed by Lili Boyanova - Think Change management
PFG Publishing
May 13, 2020
Number 44 in Lili's quest to have lunch with 100 new people in 2020 is Peter F Gallagher.

Think change management and resilience training.

Media Report (Extract): Peter F Gallagher is an international speaker and author of multiple publications about change management. He shared his insight into the field and I loved hearing why he does what he does. There are a lot of interesting stories behind each project and each client and how they process change.

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Tags: Business Strategy, Change Management, Leadership

Business Talk Radio - Interview with Peter F Gallagher
Business Talk Radio
March 05, 2020
Interview by Chris, Business Talk Radio Host with Peter F Gallagher.
Peter is a globally recognised leader and expert in change management. He speaks on both change management and change leadership alignment, he has a proven track record of complex change and project delivery in multi-disciplinary environments for the world’s largest and most successful organisations. He is a highly accomplished, accredited and skilled global senior executive with Big Four external consulting experience, as well as internal and commercial consulting experience, working in over twenty-five countries over a thirty-year career.

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Tags: Leadership, Change Management, Business Strategy

9 Memberships
Association of Change Management Professionals (ACMP) UK Chapter
Association of Change Management Professionals (ACMP)
August 17, 2021
ACMP is the leading resource for the global community of individual change management practitioners. By facilitating connections between its membership community and commercial, government, nonprofit and educational organizations of all sizes, ACMP provides a community for its members to belong, learn, and thrive.
6th Year: 9/9/2021
https://acmpuk.co.uk
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Tags: Leadership, Change Management, Business Strategy

American Society for Quality (ASQ)
American Society for Quality
May 24, 2021
ASQ membership
Member Type:Professional Membership
Member Number: 65426818
1st May 2018 - 30th April 2019

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Tags: Business Strategy, Change Management, Leadership

Association of Change Management Professionals (ACMP) UK Chapter
https://www.acmpglobal.org/group/UK%20Chapter
September 09, 2020
ACMP is the leading resource for the global community of individual change management practitioners. By facilitating connections between its membership community and commercial, government, nonprofit and educational organizations of all sizes, ACMP provides a community for its members to belong, learn, and thrive.
5th Year: 8/9/2020
https://acmpuk.co.uk

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Tags: Business Strategy, Change Management, Leadership

Association of Change Management Professionals (ACMP) UK Chapter
Association of Change Management Professionals (ACMP)
May 09, 2019
ACMP is the leading resource for the global community of individual change management practitioners. By facilitating connections between its membership community and commercial, government, nonprofit and educational organizations of all sizes, ACMP provides a community for its members to belong, learn, and thrive.
4th Year 9/5/2019
https://www.acmpglobal.org/page/member_benefits

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Tags: Business Strategy, Change Management, Leadership

Project Management Institute, Inc Membership
PMI
January 20, 2019
Membership
PMI ID: 3308853
20 January 2019 for one year

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Tags: Business Strategy, Change Management, Leadership

Association of Change Management Professionals (ACMP) UK Chapter
https://www.acmpglobal.org/page/member_benefits
September 09, 2018
ACMP is the leading resource for the global community of individual change management practitioners. By facilitating connections between its membership community and commercial, government, nonprofit and educational organizations of all sizes, ACMP provides a community for its members to belong, learn, and thrive.
3rd Year: 9/9/2018
https://acmpuk.co.uk

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Tags: Business Strategy, Change Management, Leadership

American Society for Quality (ASQ)
American Society for Quality
May 01, 2018
ASQ membership
Member Type:Professional Membership
Member Number: 65426818
1st May 2021 - 30th April 2022

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Tags: Business Strategy, Change Management, Leadership

Association of Change Management Professionals (ACMP) UK Chapter
Association of Change Management Professionals
August 16, 2017
ACMP is the leading resource for the global community of individual change management practitioners. By facilitating connections between its membership community and commercial, government, nonprofit and educational organizations of all sizes, ACMP provides a community for its members to belong, learn, and thrive.
2nd Year 8/16/2017
https://www.acmpglobal.org/page/member_benefits

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Tags: Business Strategy, Change Management, Leadership

Association of Change Management Professionals (ACMP) Global & UAE
Association of Change Management Professionals
June 01, 2016
ACMP is the leading resource for the global community of individual change management practitioners. By facilitating connections between its membership community and commercial, government, nonprofit and educational organizations of all sizes, ACMP provides a community for its members to belong, learn, and thrive.
1st Year 6/1/2016
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Tags: Business Strategy, Change Management, Leadership

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1 Miscellaneous
Peter F Gallagher's Speaker Bio with Keynotes - 2023 Update
Peter F Gallagher
March 30, 2023
I have updated my Speaker Flyer with my latest bio, keynotes, global recognition award, books, etc which is now download as a 2 page pdf.

Keynote #1: Three Key Responsibilities for Organisational Change Leaders
Keynote #2: Aligning Leadership Teams to Lead Organisational Change
Keynote #3: 10 Change Management Lessons Learned that Leaders SHOULD KNOW

Keynote #1: Three Key Responsibilities for Organisational Change Leaders
Effective and proactive change leadership is essential for successful organisational change. This keynote outlines the three critical leadership responsibilities to implement successful change.​

“Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership”
Peter talks about the three responsibilities of change leaders:
Articulate the change vision
Model the new way
Intervene to ensure sustainable change


Keynote #2: Aligning Leadership Teams to Lead Organisational Change
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. Peter speaks about how he aligns leadership teams so that can effectively lead their organisation's change.​

“The best leadership teams have purpose, they are aligned on their strategic objectives, they are a high performing team and have change leadership skills”
Peter speaks about the role of the sponsor and the change leadership alignment process he takes leadership teams through before they start their change journey.


Keynote #3: 10 Change Management Lessons Learned that Leaders SHOULD KNOW
Peter has worked in over 25 countries over the last 30 years. From his global experience, he shares ten key lessons learned from organisations when they were implementing organisation change. Peter shares practical insights into the challenges that organisations and their leaders face while implementing change.

“Organisations with superior leadership of change capability stay ahead in the marketplace”
Peter shares practical insights into the ten key challenges which organisations and their leaders face while implementing change. These include organisational change capacity, the importance of sponsorship, change resistance, employee adoption, etc..

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Tags: Business Strategy, Change Management, Leadership

4 Panels
Peter F Gallagher Speaking to Zyeta on the Leadership of Change - Change Management & Gamification
LinkedIn & Zyeta
April 05, 2022
Change Management & Gamification

Panel Speakers: Dwani Shah, Prajvala Reddy and Peter F Gallagher with an audience mainly from India.

“Disruption is the new constant”
Organisations have to evolve to grow, thrive and succeed. The evolution of culture is directly tied to the evolution of people, the evolution of objectives and the evolution of processes. Change management, hence, is a vital practice in the overall journey of an organisation’s success. Like all things in life, it also has to adapt to change.

https://www.peterfgallagher.com/single-post/peter-f-gallagher-speaking-to-zyeta-on-the-leadership-of-change-change-management-gamification
LinkedIn:https://www.linkedin.com/video/event/urn:li:ugcPost:6904419533168214016/?sAtp=&sTrk=&sV=&showInviteConnections=false
Event links: https://www.eventbrite.com/e/change-management-gamification-tickets-294485101867?aff=erelexpmlt

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Tags: Business Strategy, Change Management, Leadership

Resignation vs Re-emergence Round Table Discussion - ACMP East Coast Australia Chapter
ACMP East Coast Australia Chapter
February 16, 2022
Wednesday 16 February 6.00pm to 7.30pm (AEDT)

About the Webinar:
The pressure to change has been building across organisations well before the impact of the global COVID-19 pandemic. Today we face a world of heightened connectivity, lower transactional costs, unprecedented advances in automation, and an increasing use of artificial intelligence and data analytics to drive performance and decision-making.

Results indicate that business disruption is in fact increasing, automation is undercutting mechanistic thinking, and the barriers to enter markets are evaporating. The workforce has very different career aspirations, expecting and demanding greater learning and career opportunities.

But whilst technology is converging, our organisations and job design remain ‘unconverged’ and 85% of people are still disengaged at work. Covid got people out of the building long enough for many to take stock of what was important to them now and to start ‘re-imagining’ what work needs to look like for them in the future.

https://www.peterfgallagher.com/single-post/resignation-vs-re-emergence-acmp-east-coast-australia-webinar-including-peter-f-gallagher

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Tags: Business Strategy, Change Management, Leadership

Kuwait Leadership Day Panel Discussion 2020
PFG Speaks
February 11, 2020
Kuwait Leadership Day - 11 Feb. 2020 - Jumeirah Beach Hotel, Kuwait

Panel question and answer session post speaker session

“An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage”
Platform is an executive education program. It brings great minds, pioneering ideas and inspiring speakers from around the world, to meet interesting, intelligent and influential audiences in Kuwait. This innovative program is designed to help leaders and their teams develop new capacities, master powerful tools, and embrace the mindset required to innovate and execute.

Peter, Mark and Joe answer questions on leadership.

Peter's questions relate to change leadership, change management, developing organisational change capability, change management benefits, employee change adoption, the forth industrial revolution (AI, autonomous vehicle (AV), 3D printing, etc)

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Tags: Business Strategy, Change Management, Leadership

DIGIT IT Leaders Conference
PFG Speaks
June 21, 2018
On 21st June, Edinburgh will play host to Scotland’s DIGIT Leaders IT Summit, bringing senior technologists from across Scotland together for knowledge exchange, discussion and networking.

IT is evolving: the role of Information Technology within the organisation has fundamentally changed, drawn from a background support function into a crucial centre of innovation, value creation and competitive edge. More than ever before, the success and failure of the organisation is being defined by its technological ability.

Peter F Gallagher answer conference audience questions on how IT Leaders can make better use of Change Management to improve implementation and benefits realisation.

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Tags: Leadership, Change Management, Business Strategy

2 Patents
a2B AUILM Model: Employee Adoption Lifecycle
a2B Advisory Consulting
January 19, 2018
Trade mark number UK00003263504
AUILM: Awareness, Understanding, Involvement, Learning, Motivation
a2B AUILM Model: Employee Adoption Lifecycle
Our a2B AUILM Model is an employee adoption target change management model to guide employees and the organisation through our 10 – a2B Step Change Management Framework.

The a2B AUILM Model helps teams driving change to understand how employees might react during a change transition which they may perceive as a threat to them. Although individual employees will react to change differently, the model highlights some personal emotions each may be feeling. It provides a perspective on why there might be resistance, as well as options the change team could use to counter resistance along the change transition journey.

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Tags: Leadership, Change Management, Business Strategy

a2B Change Management Framework (a2BCMF)
Intellectual Property Office - UK Government
October 15, 2017
Intellectual Property Office
UK Government Trade Mark: UK00003218090
a2B Change Management Framework (a2BCMF): It is a structured and disciplined programme approach, to support organisations, leadership teams and individuals going through a change, the transition from the current state 'a' to the future state 'B'.

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Tags: Leadership, Change Management, Business Strategy

14 Quotes
Change Employee Behavior - Internet pillar
Internet pillar
March 06, 2023
If you do not change employee behavior, you will not get organizational change and performance improvement. ~ Peter F Gallagher.
https://www.internetpillar.com/change-management-quotes/

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Tags: Change Management

Continuous Never-Ending Change and Improvement’ (CNECI) - 16 Personalities
16 Personalities
December 13, 2022
16 Personalities
“Life is all about ‘Continuous Never-Ending Change and Improvement’ (CNECI) as we grow, develop, and regenerate.” ~ Peter F Gallagher
https://www.16personalities.com/articles/unlikely-leaders-logicians-intps-looking-forward

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Tags: Change Management

Employee Engagement and Collaboration - Monitask
Monitask
November 09, 2022
Employee engagement and collaboration are primary factors contributing to successful organizations becoming more important during change implementation” ~ Peter F Gallagher, Change Management Global Thought Leader.
https://www.monitask.com/en/blog/change-management-the-impact-on-organizations

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Tags: Change Management

Change Leadership Alignment Question Set - CFO Systems
CFO Systems
March 02, 2022
The change question set all leaders should be able to answer
"Do you understand the organisation's change history? Do you have a change vision? Are you aligned on your strategic objectives? Are you a high performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?" ~ Peter F Gallagher
https://cfosystemsllc.com/change-management/

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Tags: Change Management

Human Health Education and Research Foundation (HHERF) Change Leadership Quote
Human Health Education and Research Foundation (HHERF)
August 25, 2021
Human Health Education and Research Foundation (HHERF)

https://hherf.org (Home page scrolling quotes)

“Change waits for no leader. If we are to support HHERF in addressing this pandemic, we need global leaders to articulate a new change vision, model the new way and intervene to ensure sustainable change."

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Tags: Change Management, Education

IT Modernization 2021, Part 2: 4 steps to get the job done
LinkedIn
August 02, 2021
Quote on Change Adoption

Peter F Gallagher, the #1 Change Management Global Thought Leader 2021 and 2020, as ranked by Thinkers360, said:

"For change adoption to be successful, support the employees through the change transition by providing awareness, understanding, involvement, learning, and motivation to achieve sustainable change and benefit realisation. Organisational change adoption must be made easier than keeping the old ways."
If you are looking for useful advice and efficient methodologies which are adopted by world leaders, Peter has written helpful books on change management. You can also find tips on his website.

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Tags: Change Management

Change Leadership Quote - Peter F Gallagher
LinkedIn
March 30, 2021
"Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership"
PFGQC56-ChanWaitDay-20210203
Posted on LinkedIn by Camila Santa Maria

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Tags: Change Management

Change Management - Employee Change Behaviour Quote
LinkedIn
February 25, 2021
“If you do not change employee behaviour, you will not get organisational change and performance improvement”

https://www.linkedin.com/posts/velozproductivityconsulting_change-improvement-employee-activity-6770548557213765632-8hBE

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Tags: Change Management

Change Management Behaviours Quote
Goodreads
December 15, 2020
“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”
a2B5R09
Sources:
https://www.goodreads.com/quotes/tag/change-management
https://www.goodreads.com/quotes/10460286-if-it-is-difficult-to-change-the-behaviour-of-people
https://www.peterfgallagher.com/cm-quote-cards-a2b5r

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Tags: Change Management

Change Leadership is Action, Not a Position - IPC Consultants
IPC Consultants
December 01, 2020
“Change Leadership is action, not a position” ~ Peter F Gallagher
https://www.ipcconsultants.com/blog/change-leadership-how-to-make-it-work
IPC Consultants - 12/01/2020

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Tags: Change Management

Change Management Quote
Goodreads and PFG
October 21, 2020
“Organisational change adoption must be made easier than keeping the old ways”
Reference: PFGQCAUILM008
Listed on Goodreads
https://bit.ly/3iyuHJc

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Tags: Change Management

Employee Behaviour - Change Management Quote
Goodreads PFG
October 06, 2020
“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”
a2B5R09
Sources:
https://www.goodreads.com/quotes/tag/change-management
https://www.goodreads.com/quotes/10460286-if-it-is-difficult-to-change-the-behaviour-of-people
https://www.peterfgallagher.com/cm-quote-cards-a2b5r

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Tags: Change Management

Narcissistic deluded leaders and sheep
Good Reads
April 15, 2020
“While delivering organisational change or improvements, one cannot be sure whether the main challenge is narcissistic and deluded leaders or the sheep that follow in abundance"

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Tags: Change Management

Change Management Quote Communication
PFG Publishing
March 17, 2019
“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”

Also published on various sites:
https://www.goodreads.com/quotes/tag/change-management

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Tags: Business Strategy, Change Management, Leadership

2 Speaker Bureau Memberships
VSA International - Speaker Membership
VSA International
June 08, 2020
The Virtual Speakers Association (International) is under application to become part of the Global Speakers Federation.

VSA International is for Speakers, MC’s, Trainers, Consultants and Experts; anyone who uses their voice on a one to many basis to create revenue.

You can join the Association if you:

Are resident in a country that does not have a speakers association that is part of the GSF.
If you wish to have a second membership to your home association because you are global
If you are a nomadic, island hopping lifestyler who creates income via webinars
There are three types of interactions you can have with us:

Subscriber – This is appropriate for brand new speakers or speakers who earn most of their income outside of professional speaking. You will be invited to our live webinars and summits
Membership – A Member will be an individual who wishes to seriously look to becoming a Professional Speaker – someone who uses their voice to make a living
Professional Member – Once you have achieved the criteria required you can qualify to become a Professional Member. This includes a sample of your talk, having completed 10 hrs training and meeting a minimum income standard of $10,000USD

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Tags: Business Strategy, Change Management, Leadership

Professional Speakers Association (PSA) Member 2018
PSA
April 13, 2018
Membership of the Professional Speaking Association 2018
Membership of the Professional Speaking Association is available to anyone who speaks professionally – in other words they do it well and they get paid for it, either in the form of a fee, or as part of their employment.

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Tags: Business Strategy, Change Management, Leadership

12 Speaking Engagements
Executive Leadership Programme - Barbados: Day Four: Change
https://www.cavehill.uwi.edu/home
February 24, 2023
Sagicor Cave Hill School of Business and Management (SCHSBM)
Feb 24th 2023 - Barbados
Day Four: Change
 Strategies and Models for Leading Change
 Making Strategic Change Happen
 Sustaining Change
https://www.cavehill.uwi.edu/fss/mgmt/executive-education/executive-leadership-programme-barbados.aspx
https://www.linkedin.com/posts/schsbmuwi_executive-leadership-programme-barbados-activity-6999138479599198208-V4LV?utm_source=share&utm_medium=member_desktop

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Tags: Business Strategy, Change Management, Leadership

Change Management Masterclass - Peter F Gallagher Speaking to Nexus Leaders, Grantham - UK
PFG
January 19, 2022
1/2 Day Leadership of Change Change Management Masterclass - Grantham, UK - 19th Jan 2022

Half day masterclass for a group of Nexus Leaders - UK Business Leaders in Grantham, which included a session on change management gamification. The masterclass sessions include:

1. Change Management Introduction
2. 10 Change Management Lessons Learned all Leaders SHOULD KNOW
3. Change Management Gamification - Leadership Rounds 1 & 2
4. Three Change Leadership Responsibilities

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Tags: Business Strategy, Change Management, Leadership

Peter F Gallagher Speaking to Vistage UK Chief Executives on the Leadership Of Change
PFG
November 09, 2021
1/2 Day Workshop on the Leadership of Change - Manchester, UK - 9th Nov 2021

Peter was speaking to a group of Vistage UK Chief Executives in Manchester, 9th November 2021 in a half day Workshop which included change management gamification. The Workshop Sessions are:

1. Change Management Introduction
2. 10 Change Management Lessons Learned
3. Change Management Gamification - Leadership Rounds 1 & 2
4. Change Leadership Alignment and Responsibilities

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Tags: Business Strategy, Change Management, Leadership

ASQ World Conference: Quality and Improvement - May 2021 - Peter F Gallagher Speaking on Change
American Society for Quality (ASQ)
May 28, 2021
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.

#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.

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

Schedule at a Glance: https://asq.org/-/media/public/conferences/wcqi/AGD_WCQI_AtAGlance_20210121.pdf?la=en

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Tags: Business Strategy, Change Management, Leadership

LSS World Conference: 24 - 25 March 2021 - Peter F Gallagher Speaking on Leadership of Change
AQI LSS
March 25, 2021
LSS - 183 The Leadership of Change - Three Organizational Change Management Lessons Learned
4:25 PM-5:00 PM at Gold Zoom Room

Speaking Topic:
Three Change Management Lessons Learned Leaders SHOULD Know
Agenda

Typical Lean or Six Sigma Project Spend

Typical Leadership Approach to Improvement or Change
Approaches to Change Management and Benefits
Sponsorship
Change History Assessment (CHA)
Manage Resistance

Summary
Three Key Lessons Learned
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 and effective Change Sponsorship is a critical success factors
3. To achieve future organisational change management success, assess previous change
4. There will always be resistance

https://www.a2b.consulting/single-post/lss-world-conference-24-25-march-2021-peter-f-gallagher-speaking-on-leadership-of-change

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Tags: Business Strategy, Change Management, Leadership

Three60 Leadership - Peter F Gallagher Speaking on Change Management to UK Business Leaders
PFG Publishing
January 06, 2021
1/2 Day Workshop on the Leadership of Change - Birmingham*, UK - 6th Jan 2021

Peter will be speaking to a group of UK business leaders in Birmingham, UK 6th January 2021 in a Three60 Leaders half day Workshop. The Workshop Sessions are:


Change Management Introduction


Ten Change Management Lessons Learned


Change Management Gamification


Change Management Leadership

“Change leadership requires a different set of skills than leading normal day-to-day operations, this capability must be developed before leading organisational change”

*Changed to Zoom meeting 1 day before due to UK/Scotland Covid restrictions

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Tags: Business Strategy, Change Management, Leadership

Leadership of Change - ASQ Lean Six Sigma Conference 2020 - Phoenix, AZ.
ASQ & PFG Publishing
March 03, 2020
23 - 25 February 2020, I visited the US and spoke about the Leadership of Change at the American Society for Quality (ASQ) Lean and Six Sigma world summit at the stunning Pointe Hilton Tapatio Cliffs Resort in Phoenix, Arizona. I presented the "Leadership of Change - 10 Change Management Lessons Learned" with special insights on change leadership alignment.

One of the focus areas of the conference was “Embracing Change.” In today’s ever-changing landscape of disruption and transformation, organisations must continually evaluate and challenge past practices to optimise excellence and growth. With this in mind, I discussed the change explosion that hits the leaders of organisations and how they have to balance their business focus. This focus cannot just be on normal day-to-day operations, but they will also have to lead and sponsor their organisation’s critical change as part of living during 4IR. I also discussed how we use change management gamification as part of experiential learning about change management.The objectives are to equip the leadership team with the knowledge, experience and skills to lead their change, improvement or transformation programmes.

Speaking Agenda
~ Learning Objectives
~ 4IR and Disruptive Technologies
~ Change Management Benefits
~ Typical Lean or Six Sigma Project Spend
~ Leader Involvement: Send email
~ Ten Change Management Lessons Learned
~ Change Leadership Alignment
~ Change Management Gamification
~ Summary

I was a real pleasure and honour to have presented and met some wonderful people. Lean Six Sigma is alive and well….

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Tags: Business Strategy, Change Management, Leadership

Linking Strategic Planning, Business Improvement and Change Management
Vistage UK & PFG Speaking
February 12, 2019
Linking Strategic Planning, Business Improvement and Change Management

Vistage Group V0058 Belfast
Workshop – May 24 2018

Outline:

Change disruption has become the order of the day, making it critical for organisations to have change management capability. Delivering successful change needs much more than a standard project management approach, it also needs organisation change capability. Rapidly changing customer buying habits, access to new technology and social media highlights a need to accelerate the way organisations adapt to change to remain competitive, or even survive. Change management can be the proven game changer to improve capital and operating performance, ensuring sustainable organisational cultural change.

Key Topics and Points Covered:

What is change management?
Key change management elements:
Sponsorship
Previous change history
Change resistance
Key lessons learned from change implementation
Objectives:

To demonstrate to business leaders the importance of using change management to achieve change adoption to implement improvements, create the new behaviours and accelerate improved business results.

Value and Take Away:

Understanding of organisation change management implementation
Understanding of the three key change management elements
Insights into change management lessons learned and how to avoid them
Tool for Real World Applicability:

A3 change management roadmap – to populate each leader’s organisational change journey

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Tags: Business Strategy, Change Management, Leadership

PSA Speaker Factor Scottish Final – September 2018 - Presenting the Leadership of Change
PFG Publishing
September 08, 2018
rofessional Speaker Association (PSA) Speaker Factor Scottish Final – 8th September 2018- Edinburgh, UK

I entered the competition to test my Leadership of Change speech on:

Employees Groups involved in Organisational Change - ADVOCATES, OBSERVERS and REBELS

Speech Extract:
"We all know CD (Change Disruption) is the order of the day, whether you are a Corporation or a SME – but what can make us better at change implementation?
I’d like to share MY change management insights and tactics with you all.
I have been involved in Change for over 30 years, both as an internal and external consultant, working for organisations such as Shell and EY.
I have worked in more than 30 countries and it doesn’t matter if I am in America, the Middle East or here in Scotland
I typically encounter three-employee standpoints:
ADVOCATES, OBSERVERS and REBELS"“Change leadership requires a different set of skills than leading normal day-to-day operations, this capability must be developed before leading organisational change”

"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”

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Tags: Business Strategy, Change Management, Leadership

Linking Strategic Planning, Business Improvement and Change Management
Vistage UK & PFG Speaking
June 19, 2018
Linking Strategic Planning, Business Improvement and Change Management

Vistage Group V0325 – Kent, UK
Workshop – June 19 2018

Outline:

Change disruption has become the order of the day, making it critical for organisations to have change management capability. Delivering successful change needs much more than a standard project management approach, it also needs organisation change capability. Rapidly changing customer buying habits, access to new technology and social media highlights a need to accelerate the way organisations adapt to change to remain competitive, or even survive. Change management can be the proven game changer to improve capital and operating performance, ensuring sustainable organisational cultural change.

Key Topics and Points Covered:

What is change management?
Key change management elements:
Sponsorship
Previous change history
Change resistance
Key lessons learned from change implementation
Objectives:

To demonstrate to business leaders the importance of using change management to achieve change adoption to implement improvements, create the new behaviours and accelerate improved business results.

Value and Take Away:

Understanding of organisation change management implementation
Understanding of the three key change management elements
Insights into change management lessons learned and how to avoid them
Tool for Real World Applicability:

A3 change management roadmap – to populate each leader’s organisational change journey

See publication

Tags: Business Strategy, Change Management, Leadership

Linking Strategic Planning, Business Improvement and Change Management
Vistage & PFG Speaks
May 24, 2018
Linking Strategic Planning, Business Improvement and Change Management

Vistage Group CE00064 – Warrington, UK
Workshop – February 12 2019

Outline:

Change disruption has become the order of the day, making it critical for organisations to have change management capability. Delivering successful change needs much more than a standard project management approach, it also needs organisation change capability. Rapidly changing customer buying habits, access to new technology and social media highlights a need to accelerate the way organisations adapt to change to remain competitive, or even survive. Change management can be the proven game changer to improve capital and operating performance, ensuring sustainable organisational cultural change.

Key Topics and Points Covered:

What is change management?
Key change management elements:
Sponsorship
Previous change history
Change resistance
Key lessons learned from change implementation
Objectives:

To demonstrate to business leaders the importance of using change management to achieve change adoption to implement improvements, create the new behaviours and accelerate improved business results.

Value and Take Away:

Understanding of organisation change management implementation
Understanding of the three key change management elements
Insights into change management lessons learned and how to avoid them
Tool for Real World Applicability:

A3 change management roadmap – to populate each leader’s organisational change journey

See publication

Tags: Business Strategy, Change Management, Leadership

Linking Strategic Planning, Business Improvement and Change Managem
Vistage UK & PFG Speaking
March 21, 2018
Linking Strategic Planning, Business Improvement and Change Management

Vistage Group V21 – Newcastle, UK
Workshop – Mar 21 2018

Outline:

Change disruption has become the order of the day, making it critical for organisations to have change management capability. Delivering successful change needs much more than a standard project management approach, it also needs organisation change capability. Rapidly changing customer buying habits, access to new technology and social media highlights a need to accelerate the way organisations adapt to change to remain competitive, or even survive. Change management can be the proven game changer to improve capital and operating performance, ensuring sustainable organisational cultural change.

Key Topics and Points Covered:

What is change management?
Key change management elements:
Sponsorship
Previous change history
Change resistance
Key lessons learned from change implementation
Objectives:

To demonstrate to business leaders the importance of using change management to achieve change adoption to implement improvements, create the new behaviours and accelerate improved business results.

Value and Take Away:

Understanding of organisation change management implementation
Understanding of the three key change management elements
Insights into change management lessons learned and how to avoid them
Tool for Real World Applicability:

A3 change management roadmap – to populate each leader’s organisational change journey

See publication

Tags: Business Strategy, Change Management, Leadership

4 Trademarks
a2B3S Change Sponsorship Model
UK Gov Trademarks
November 16, 2021
a2B3S Change Sponsorship Model: ‘Say’, ‘Support’ and ‘Sistain’ to ensure sustainable change
Trade Mark No: UK00003671769
Date: 18 Nov 2021

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Tags: Business Strategy, Change Management, Leadership

AMI Change Leadership Model
UK Gov Trademarks
May 21, 2021
AMI Change Leadership Model: ‘Articulate’, ‘Model’ and ‘Intervene’ to ensure sustainable change
Trade Mark No: UK00003561862
Date: 21 May 2021

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Tags: Business Strategy, Change Management, Leadership

Leadership of Change - UK GOV Trade Mark
IPO UK GOV
March 20, 2020
Trade mark number UK00003427248
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.

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Tags: Leadership, Change Management, Business Strategy

a2B5R Model: Employee Behavioural Change
a2B Advisory Consulting
February 02, 2018
UK00003268422
a2B5R Model: Employee Behavioural Change
One of the most challenging aspects of any change programme is the way in which the employee aspects are addressed. Changing employee's behaviour and improving their performance is a critical part of the change management process. 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.

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Tags: Leadership, Change Management, Business Strategy

14 Trainings
Shell Learning Process Leadership - YB Training - Aberdeen, UK
LInkedIn Shell
December 12, 2006
Shell Learning Process Leadership - YB Training - EPE - Aberdeen, UK
Dec 12th - 13th 2006
Course Overview
The Hilton Treetops, Aberdeen
Lean Sigma Simulation Photos
Course Logistics & Purpose
Goals for Participants
Training Schedule: Day 1 & 2
Shell Learning Trainer Accreditation
Shell Deployment Current Status
Questions/Feedback
Next Steps - how you support your team 10

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Tags: Business Strategy, Change Management, Leadership

Shell Learning Process Leadership - YB Training - Aberdeen, UK
LInkedIn Shell
November 29, 2006
Shell Learning Process Leadership - YB Training - EPE, Aberdeen, UK
Nov 29th - 30th Nov 2005
AVC Media, Wellington Circle, Aberdeen (Studio Suite)
Course Overview
Lean Sigma Simulation Photos
Course Logistics & Purpose
Goals for Participants
Training Schedule: Day 1 & 2
Shell Learning Trainer Accreditation
Shell Deployment Current Status
Questions/Feedback
Next Steps - how you support your team 7

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Tags: Business Strategy, Change Management, Leadership

Shell Learning Process Leadership - YB Training - Aberdeen, UK
LInkedIn Shell
April 19, 2006
Shell Learning Process Leadership - YB Training - EPE - Aberdeen, UK
Apr 19th - 20th 2005
Ardoe House Aberdeen
Course Overview
Lean Sigma Simulation Photos
Course Logistics & Purpose
Goals for Participants
Training Schedule: Day 1 & 2
Shell Learning Trainer Accreditation
Shell Deployment Current Status
Questions/Feedback
Next Steps - how you support your team 9

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Tags: Business Strategy, Change Management, Leadership

Shell Learning Process Leadership - YB Training - Assen, NL
LInkedIn Shell
March 16, 2006
Shell Learning Process Leadership - YB Training - EPE, Assen, NL
Mar 16th - 17th 2006
Zeegse Golden Tulip Hotel
Course Overview
Lean Sigma Simulation Photos
Course Logistics & Purpose
Goals for Participants
Training Schedule: Day 1 & 2
Shell Learning Trainer Accreditation
Shell Deployment Current Status
Questions/Feedback
Next Steps - how you support your team 8

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Tags: Business Strategy, Change Management, Leadership

Shell Learning Process Leadership - YB Training - Aberdeen, UK
LInkedIn Shell
November 01, 2005
Shell Learning Process Leadership - YB Training - EPE, Aberdeen, UK
Nov 1st - 2nd 2005
Hilton Treetops Hotel, Aberdeen
Course Overview
Lean Sigma Simulation Photos
Course Logistics & Purpose
Goals for Participants
Training Schedule: Day 1 & 2
Shell Learning Trainer Accreditation
Shell Deployment Current Status
Questions/Feedback
Next Steps - how you support your team 6

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Tags: Business Strategy, Change Management, Leadership

Shell Learning Process Leadership - YB Training - Aberdeen, UK
LInkedIn Shell
October 24, 2005
Shell Learning Process Leadership - YB Training - EPE Aberdeen, UK
Aberdeen Teeside
Oct 24th - 25th 2005
Course Overview
Lean Sigma Simulation Photos
Course Logistics & Purpose
Goals for Participants
Training Schedule: Day 1 & 2
Shell Learning Trainer Accreditation
Shell Deployment Current Status
Questions/Feedback
Next Steps - how you support your team 5

See publication

Tags: Business Strategy, Change Management, Leadership

Shell Learning Process Leadership - EPE YB Training - Den Haag, NL
LInkedIn Shell
June 07, 2005
Shell Learning Process Leadership - YB Training - Corporate, Den Haag, NL
Jun 7th - 8th 2005
Course Overview
Lean Sigma Simulation Photos
Course Logistics & Purpose
Goals for Participants
Training Schedule: Day 1 & 2
Shell Learning Trainer Accreditation
Shell Deployment Current Status
Questions/Feedback
Next Steps - how you support your team 3

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Tags: Business Strategy, Change Management, Leadership

Shell Learning Process Leadership - YB Training - EPE, Aberdeen, UK
LInkedIn Shell
May 10, 2005
Shell Learning Process Leadership - YB Training - EPE, Woodbank Hotel, Aberdeen, Uk
May 10th - 11th 2005
Course Overview
Lean Sigma Simulation Photos
Course Logistics & Purpose
Goals for Participants
Training Schedule: Day 1 & 2
Shell Learning Trainer Accreditation
Shell Deployment Current Status
Questions/Feedback
Next Steps - how you support your team 2

See publication

Tags: Business Strategy, Change Management, Leadership

Shell Learning Process Leadership - EPE YB Training - Assen, NL
LInkedIn Shell
May 10, 2005
Shell Learning Process Leadership - YB Training - EPE, Woodbank Hotel, Aberdeen, Uk
May 10th - 11th 2005
Course Overview
Lean Sigma Simulation Photos
Course Logistics & Purpose
Goals for Participants
Training Schedule: Day 1 & 2
Shell Learning Trainer Accreditation
Shell Deployment Current Status
Questions/Feedback
Next Steps - how you support your team 2

See publication

Tags: Business Strategy, Change Management, Leadership

Shell Learning Process Leadership - EPE YB Training - Assen, NL
LInkedIn Shell
March 16, 2005
Shell Learning Process Leadership - EPE YB Training - Assen, NL (NAM)
Mar 17th - 18th 2005
Course Overview
Lean Sigma Simulation Photos
Course Logistics & Purpose
Goals for Participants
Training Schedule: Day 1 & 2
Shell Learning Trainer Accreditation
Shell Deployment Current Status
Questions/Feedback
Next Steps - how you support your team

See publication

Tags: Business Strategy, Change Management, Leadership

Training: Six Step Global Procurement Process (“GPP”) - APAC16
NRC LinkedIn
June 16, 2004
Six Step Global Procurement Process (“GPP”)
Global Procurement Process (#21943)
Corporate Procurement 4 hour - Commodity Director Team
Remote to various APAC locations (UK midnight)

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Tags: Change Management, Leadership, Procurement

Training: Six Step Global Procurement Process (“GPP”) - APAC14
NRC LinkedIn
December 17, 2003
Six Step Global Procurement Process (“GPP”)
Global Procurement Process (#21943)
Corporate Procurement 4 hour - Commodity Director Team
Remote to various APAC locations (UK midnight)

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Tags: Change Management, Leadership, Procurement

Training: Six Step Global Procurement Process (“GPP”) - APAC12
NRC LinkedIn
September 17, 2003
Six Step Global Procurement Process (“GPP”)
Global Procurement Process (#21943)
Corporate Procurement 4 hour - Commodity Director Team
Remote to various APAC locations (UK midnight)

See publication

Tags: Change Management, Leadership, Procurement

Training: Six Step Global Procurement Process (“GPP”) - APAC11
NRC LinkedIn
June 18, 2003
Six Step Global Procurement Process (“GPP”)
Global Procurement Process (#21943)
Corporate Procurement 4 hour - Commodity Director Team
Remote to various APAC locations (UK midnight)

See publication

Tags: Change Management, Leadership, Procurement

21 Videos
Peter F Gallagher - New Webpage Design - Video Overview
YouTube & Peter F Gallagher
June 18, 2023
New Webpage Design: www.peterfgallagher.com

Contents:
1. About Peter F Gallagher - 00:04.
2. Tab 01 Speaking 00:25.
3. Tab 02 C-Services 00:48.
4. Tab 03 Training 01:05.
5. Tab 04 Books 01:21.
6. Contact Details 01:36.
https://youtu.be/YedwhgjFzuc

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Tags: Business Strategy, Change Management, Leadership

Change Management Gamification Leadership Business Simulation - Video Overview
Peter F Gallagher & YouTube
June 08, 2023
About Change Management Gamification Leadership Business Simulation: Change management gamification is an interactive and dynamic business simulation for organisational leaders to learn both change leadership skills and knowledge using game characteristics and experiential learning. They will also develop change leadership self-awareness about their own emotions and those of the case study stakeholders as they react to the chosen change tactic during the one-day workshop with peers.
https://www.youtube.com/watch?v=BD0Je7p2y8k

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Tags: Business Strategy, Change Management, Leadership

Peter F Gallagher's Speaker Bio with Keynotes - 2023 Update
YouTuber Peter F Gallagher
April 18, 2023
I have updated my Speaker Reel with my latest keynotes, global recognition award, books, etc and also see attached the Speaker Flyer pdf link below:

Keynote #1: Three Key Responsibilities for Organisational Change Leaders
Keynote #2: Aligning Leadership Teams to Lead Organisational Change
Keynote #3: 10 Change Management Lessons Learned that Leaders SHOULD KNO

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Tags: Leadership, Change Management, Business Strategy

Change Management Leadership - Online Mini Masterclass A1 - 2.1 Change Sponsorship (Learning Sample)
Peter F Gallagher
March 11, 2023
Change Management Leadership - Online Mini Masterclass A1 - 2.1 Change Sponsorship Elements

This video is a learning sample from:
Section 3.2 Secure Sponsorship and Resources
3.2.1 a2BCMF Step 2.1: Change Sponsorship Elements

Overview: Identification of the appropriate change sponsor should be one of the first tasks within any change programme. They play a vital role and the bigger the change programme the more senior the sponsor should be. Without a proactive and effective (Say, Support and Sustain) change sponsor, most change programmes will fail to achieve the targeted objectives. Course Overview About: This course follows a structured and practical approach to organisational change implementation using the a2B Change Management Framework, working with the sponsor and leadership, to successfully implement sustainable change adoption, benefits realisation as well as a return on investment (ROI). Who: The course is suitable for change professionals, leaders or managers who are involved in organisational change, HR or organisation effectiveness professionals, project managers, lean practitioners or anyone considering a career in change management or wanting to know more about practical change management implementation. It is also suitable for university students or anyone studying for an MBA. Your Change Management Leadership Mini Masterclass includes: 10 structured mini masterclass lessons. Over 70 minutes of video. Curated change concept reading. Final 40-question assessment. Based on the Change Management Handbook. Approach follows the a2B Change Management Framework. Supports practical organisational change implementation. Leadership of Change digital credential badge to add to your LinkedIn profile.

“Sponsorship is the single most important factor in change success”

Training Course Links: https://leadershipofchange.teachable.com/courses

Contact Details:
E-mail: peter.gallagher@a2B.consulting
Web: https://www.peterfgallagher.com/courses
Web: www.a2b.consulting
Mobile: +44 75 41472955

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Tags: Business Strategy, Change Management, Leadership

Now Live: Change Management Leadership - Online Mini Masterclass A1
YourTube * PeterFGallagher
November 16, 2022
Now Live: Online self-paced mini masterclass:
• A structured approach to organisation change implementation.
• 10 mini masterclass lessons.
• Supports practical change implementation.
• Over 70 minutes of video.
• Curated reading.
• 40-question assessment.
• Digital credential badge.

Course Link: https://leadershipofchange.teachable.com/courses

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Tags: Business Strategy, Change Management, Leadership

Gamification App Workshop Video 2 - a2BCMF Step 1.2 Capacity
LinkedIn & Peter F Gallagher
October 12, 2022
Workshop Video.

Change Management Leadership Masterclass Coming Soon

Using experiential learning in a workshop environment.

Developing both Leadership of Change knowledge and skills on a case study and learning with your team, how the stakeholders react to chosen change tactics.

What if your employees had superior leadership of change capability?

We have the solution……

https://www.peterfgallagher.com/single-post/change-management-leadership-masterclass-coming-soon

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Tags: Business Strategy, Change Management, Leadership

Business Transformation Journeys - Peter F Gallagher
YouTube
November 16, 2020
Tony Lockwood is delighted to be joined on today's show by Peter F Gallagher - a Change Management Global Thought Leader, International Corporate Conference Speaker, Author and Leadership Alignment Coach. Peter connects with Tony on the virtual sofa and shares his experience of delivering transformational change in challenging environments.

Some of the subjects that were discussed:
* Internal verses external Big Four consultant and the importance of trust
* You can’t do 10 or 20 transformations programmes and deliver normal day-to-day operations
* The importance of change leadership alignment
* The employee Behaviour Change challenge
* Treating employees with respect during a change journey - future ambassadors of the organisation
* My four-legged stool
* ‘Tell’ verses ‘Sell’ change implementation
* Change management gamification

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Tags: Business Strategy, Change Management, Leadership

Change Management Gamification CMExec - Virtual Demo Version
YouTube
July 10, 2020
About Change Management Gamification CMExec:
CMExec is 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.

Game Formats: CMExec can be played face-to-face in a workshop setting or online using the gaming platform. The virtual online version can be played as an individual, players verses players or team mode. The face-to-face version is played using on physical boards positioned on each teams table with a central team progress board positioned centrally in the room.

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 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.

Leading Change Practice:
The gamification uses the globally recognised a2B Change Management Framework, Models and Tools.

Outcome:
The participants will be equipped with knowledge, experience, a Change Management Framework, Models and Tools which will enable them to be successful as leaders in delivering 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.

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Tags: Business Strategy, Change Management, Leadership

Change Management Practitioner Training Overview in 3 minutes
YouTube
February 26, 2020
Change Practitioner
The Change Practitioner can be invaluable in supporting the delivery of the organisation's change programme, change management framework and benefits realisation. The right training is critical to developing organisation change capability.

What is the role of a Change Practitioner?
#1; Support delivery of the organisations change programme, framework and benefits
#2: Support employees through the change adoption cycle - AUILM
#3; Support the organisation to develop the ‘B’ sate behaviours - a2B5R

Contents:
1. What is a Change Practitioner?
2. What is the role of a Change Practitioner?
3. Who Should Attend?
4. Why Attend Change Practitioner Training?
5. Organisational Leadership Benefits
6. What Will You Learn
7. a2B Change Management Framework
8. a2B AUILM Employee Adoption Model
9. a2B5R Employee Behavioural Model
10. Developing the Skills of a Change Practitioner

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Tags: Leadership, Change Management, Business Strategy

The Leadership of Change: Three Change Management Lessons Learned - Heriot-Watt University - Edinburg
YouTube
April 06, 2019
Scottish Programme and Project Management Group (SPPMG) - Heriot-Watt University - Edinburgh

Extract from Keynote Presentation: Project management is the practice of initiating, planning, executing, controlling, and closing the work of a team to achieve identified goals and meet specific success criteria at the agreed time.
When an organisation introduces a new project or programme this usually impacts their employees. Change management is the process, techniques and tools to support organisations, leadership teams and individuals going through a change transition from the current state ‘a’ to the future state ‘B’.
Many programme or project implementations do not realise their intended benefits, and integrated project and change management can improve adoption and the ROI.
This session will discuss ‘Three Change Management Lessons Learned’

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Tags: Business Strategy, Change Management, Leadership

Change Management Overview in 2 minutes
YouTube
February 15, 2019
Change management is the proven game changer to improve capital and positive operating performance, ensuring sustainable organisational cultural change and the new required behaviours.

Contents:
1. What is Change Management?
2. What is the objective?
3. What are the challenges?
4. 1st Solution: Change Programme Delivery
5. 2nd Solution: Employee Support
6. 3rd Solution: Employee Behaviour

Credits: www.a2b.consulting
Peter F Gallagher Organisational Change Management Keynote Speaker
Sarah L Gallagher Change Management Consultant
www.a2B.consulting - Models: a2BCMF, AUILM, a2B5R

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Tags: Leadership, Change Management, Business Strategy

a2B Advisory Consulting Overview in 60 seconds - Change Management Experts
YouTube
November 16, 2018
a2B Advisory Consulting offers specialised Consulting and Masterclass services. We are committed to facilitating and enabling step improvement for our clients, from the current 'a' state to the future 'B' state.
We have global experience, proven capability and accredited skills worldwide and we partner with our clients to develop high quality, tailored solutions based on their specific requirements.

We have three key Advisory Consulting Service offerings:
~ Change Management
~ Business and Process Improvement
~ Portfolio, Programme and Project Management

We have two key Training offerings:
~ Change Management
~ Business Improvement

Peter is an organisation change management expert, he is an author, speaker, consultant and trusted adviser to C-Suites.
* Peter is a keynote speaker on organisation change management.
* Peter leads a2B Advisory Consulting Ltd with offices in London and Edinburgh.
* Peter is the Author of the Leadership of Change Volumes 1 - 3
* Peter has worked as a consultant and executive for over 30 years.

Credits: www.a2b.consulting
Peter F Gallagher - Director
Sarah L Gallagher - Operations Director
www.a2B.consulting - Change Models: a2BCMF, AUILM, a2B5R

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Tags: Business Strategy, Change Management, Leadership

Change Management - Employee Change Resistance (Keynote extract)
YouTube
November 15, 2018
Most organisatons will encounter resistance to change, whether the change is perceived by employees as impacting them in a positive or negative way. Resistance can take many forms, it can be overt or covert, as well as active or passive. Organisational leaders cannot control the world changing around them, but they should try to understand employee groups within a change and move them quickly towards understanding resistance and acceptance of the change.
Employee Groups involved in a Change Journey
There are three groups of employees in any change management journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each group will react differently to organisational change and will have different levels of resistance.
~ Advocates: They tend to embrace and lead change within the organisation.
~ Observers: They will monitor the ‘Advocates’ and assess if the change is actually benefiting them.
~ Rebels: They tend to resist change blindly, even if the change is to their benefit.

“Nothing negatively impacts organisation performance quicker than employees who resist change and who believe that the way they work today is the way they will work tomorrow” ~ Peter F Gallagher

Peter is an organisation change management expert, he is an author, speaker, consultant and trusted adviser to C-Suites.
* Peter is an​ organisation change management.keynote speaker
* Peter leads a2B Advisory Consulting Ltd with offices in London and Edinburgh.
* Peter is the Author of the Leadership of Change Volumes 1 - 3
* Peter has worked as a consultant and executive for over 30 years.

www.peterfgallagher.com

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Tags: Business Strategy, Change Management, Leadership

Change Management - Change Management Framework in less than 2 minutes
YouTube
November 14, 2018
a2B Advisory Consulting offers specialised Consulting and Training services. We are committed to facilitating and enabling step improvement for our clients, from the current 'a' state to the future 'B' state.

a2B Change Management Framework (a2BCMF)
Central to client delivery is our registered trademark a2B Change Management Framework (a2BCMF). It is a structured and disciplined programme approach, to support organisations, leadership teams and individuals going through a change.

Contents:
1. What is a Change Management Framework?
2. Change Management Framework Insights
3. Change Management Framework Overview
- 3 Programme Delivery Phases
- 10 Change Implementation Steps

Peter is an organisation change management expert, he is an author, speaker, consultant and trusted adviser to C-Suites.
* Peter is a keynote speaker on organisation change management.
* Peter leads a2B Advisory Consulting Ltd with offices in London and Edinburgh.
* Peter is the Author of the Leadership of Change Volumes 1 - 3
* Peter has worked as a consultant and executive for over 30 years.

Credits: www.a2b.consulting
Peter F Gallagher Change Management Consultant
Sarah L Gallagher Change Management Consultant
www.a2B.consulting - Models: a2BCMF, AUILM, a2B5R

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Tags: Business Strategy, Change Management, Leadership

Change Management - AUILM Employee Change Adoption Model in less than 2 minutes
YouTube
November 14, 2018
a2B Advisory Consulting offers specialised Change Management Consulting and Training services. We are committed to facilitating and enabling step improvement for our clients, from the current 'a' state to the future 'B' state.

Change Management Models are proven game changers to improve capital and positive operating performance, ensuring sustainable organisational cultural change while supporting the employees through the change transition. We are now introducing our AUILM Employee Change Adoption Model.

The a2B AUILM Model helps teams driving change to understand how employees might react during a change transition which they may perceive as a threat to them.

Contents:
1. What is a Change Management?
2. What is the objective?
3. What is the big challenge?
4. Unsupported Employee Change Journey
5. a2B AUILM Employee Adoption Model
6. Supported Employee Change Journey?
8. a2B AUILM Model: Employee Adoption Lifecycle

Peter is an organisation change management expert, he is an author, speaker, consultant and trusted adviser to C-Suites.
* Peter is a keynote speaker on organisation change management.
* Peter leads a2B Advisory Consulting Ltd with offices in London and Edinburgh.
* Peter is the Author of the Leadership of Change Volumes 1 - 3
* Peter has worked as a consultant and executive for over 30 years.

Credits: www.a2b.consulting
Peter F Gallagher Change Management Consultant
Sarah L Gallagher Change Management Consultant
www.a2B.consulting - Models: a2BCMF, AUILM, a2B5R

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Tags: Business Strategy, Change Management, Leadership

Change Management - a2B5R Employee Change Behaviour Model in less than 2 minutes
YouTube
November 14, 2018
a2B Advisory Consulting offers specialised Change Management Consulting and Training services. We are committed to facilitating and enabling step improvement for our clients, from the current 'a' state to the future 'B' state.

Change Management Models are proven game changers to improve capital and positive operating performance, ensuring sustainable organisational cultural change and the new required employee behaviours. We are now introducing our a2B5R Behaviour Model. The a2B5R Model systematically supports the transition of the employee behavioural change. One of the most challenging aspects of any change programme is the way in which the employee aspects are addressed. Changing an employee's behaviour and improving their performance is a critical part of the change management process.

Contents:
1. What is a Change Management?
2. What is the Objective?
3. What is the Big Challenge?
4. Unsupported Employee Behaviour Change Journey
5. Solution Develop the New Behaviours
6. Critical Elements to Ensure Employee Behaviour Change
7. Supported Employee Behaviour Change Journey
8. a2B5R Behaviour Model

Credits: www.a2b.consulting
Peter F Gallagher Change Management Consultant
Sarah L Gallagher Change Management Consultant
www.a2B.consulting - Models: a2BCMF, AUILM, a2B5R

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Tags: Business Strategy, Change Management, Leadership

Change Management - Three Change Management Solutions in less than 2 minutes
a2B Advisory Consulting
November 13, 2018
a2B Advisory Consulting offers specialised Change Management Consulting and Training services. We are committed to facilitating and enabling step improvement for our clients, from the current 'a' state to the future 'B' state.

Introducing three Change Management Solutions in the form of Change Models to deliver a holistic approach that delivers significant change in organizations and it's employees. These Change Management Models are proven game changers to improve capital and positive operating performance, ensuring sustainable organisational cultural change and the new required employee behaviours.

Contents:
1. What is Change Management?
2. What is the objective?
3. What are the challenges?
4. 1st Solution: Change Programme Delivery
5. 2nd Solution: Employee Support

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Tags: Leadership, Change Management, Business Strategy

Role of a Lean Practitioner in less than 2 minutes - Business Improvement
YouTube
March 01, 2018
ean Practitioner Role
Lean Practitioners are valuable assets to the organisation, they are powerful change agents who drive fast, effective organisational improvements. Lean Practitioner can make a real difference to business performance and customer satisfaction. They focus on increasing customer value by removing waste to improve processes, products and services.

Contents:
1. What is a Lean Practitioner?
2. What is the role of a Lean Practitioner?
3. Lean Practitioner Role #1;
- Apply lean methodologies
- Create value stream maps
- Perform value analysis
4. Lean Practitioner Role #2:
- Support the sponsor, organisation and leadership team to implement lean
5. Lean Practitioner Role #3;
- Support the lean deployment by developing
6. Key Skills of a Lean Practitioner

a2B Advisory Consulting offers specialised Consulting and Training services. We are committed to facilitating and enabling step improvement for our clients, from the current 'a' state to the future 'B' state.

Credits: www.a2b.consulting
Peter F Gallagher - Master Black Belt, Change and Business Improvement Specialist
Sarah L Gallagher – Lean, Six Sigma Business Improvement and Project Specialist
www.a2B.consulting
Implementation Models: a2BCMF, AUILM, a2B5R, a2B Lean Business Improvement Steps

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Tags: Business Strategy, Change Management, Leadership

Lean Practitioner Training Overview in 3 minutes - Business Improvement
YouTube
March 01, 2018
Lean Practitioner
A skilled and experienced Lean Practitioner is an invaluable lean and business improvement project leader who can greatly enhance customer value, remove organisation waste and improve operating performance. They will have lean and business and process improvement expertise, facilitation skills and credibility within the organisation. They apply these skills as well as lean methodologies, tools and techniques including change management to deliver improvement across the organisation.

Contents:
1. What is a Lean Practitioner?
2. What is the role of a Lean Practitioner?
3. Who Should Attend
4. Why attend Lean Practitioner Training
5. Organisation Leadership Benefits
6. What will you learn
7. Lean Practitioner Training Modules
8. Key Lean Process Mapping Techniques Covered
9. Other Lean Tools and Techniques Covered
10. Developing the Skills of a Lean Practitioner

Credits: www.a2b.consulting
Peter F Gallagher - Master Black Belt, Change and Business Improvement Specialist
Sarah L Gallagher – Lean, Six Sigma Business Improvement and Project Specialist
www.a2B.consulting
Implementation Models: a2BCMF, AUILM, a2B5R, a2B Lean Business Improvement Steps

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Tags: Business Strategy, Change Management, Leadership

a2B Advisory Consulting Overview in 60 seconds
YouTube
February 24, 2018
a2B Advisory Consulting offers specialised Consulting and Training services. We are committed to facilitating and enabling step improvement for our clients, from the current 'a' state to the future 'B' state.
We have global experience, proven capability and accredited skills worldwide and we partner with our clients to develop high quality, tailored solutions based on their specific requirements.

We have three key Advisory Consulting Service offerings:
~ Change Management
~ Business and Process Improvement
~ Portfolio, Programme and Project Management

We have two key Training offerings:
~ Change Management
~ Business Improvement

Credits: www.a2b.consulting

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Tags: Business Strategy, Change Management, Leadership

Change Management - Change Practitioner Role Overview in 2 minutes
YouTude
February 16, 2018
Change Practitioner Role
The Change Practitioner can be invaluable in supporting the delivery of the organisation's change programme, change management framework and benefits realisation.

Contents:
1. What is a Change Practitioner?
2. What is the role of a Change Practitioner?
3. Change Practitioner Role #1; Support delivery of the organisations change programme, framework and benefits
4. Change Practitioner Role #2: Support employees through the change adoption cycle - AUILM
5. Change Practitioner Role #3; Support the organisation to develop the ‘B’ sate behaviours - a2B5R
6. Key Skills of a Change Practitioner


Credits: www.a2b.consulting
Peter F Gallagher Change Management Consultant
Sarah L Gallagher Change Management Consultant
www.a2B.consulting - Change Models: a2BCMF, AUILM, a2B5R

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Tags: Business Strategy, Change Management, Leadership

7 Webinars
Peter F Gallagher Speaking to Wind River Employees - Leadership of Change Lunch and Learn
Peter F Gallagher
July 20, 2022
I was invited to speak to Wind River employees on a Leadership of Change lunch and learn session through Thinkers360. The session covered three key change subjects:
Change Management Introduction
Ten Lessons Learnt from Change Management Implementations
Change Leadership Alignment
Event Time: Tue, 20th July 2022 , 15:00 (EST Time)
Big thank you to:
Thinkers360 - Estefania Vergara

Wind River - Jocelyn Borg

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Tags: Business Strategy, Change Management, Leadership

Leadership Responsibilities, Leadership Alignment, Management.
Eventbrite and ACMP UK
November 22, 2021
In this ACMP UK Webinar, Peter will speak on three associated change topics: Leadership Responsibilities, Leadership Alignment, Management.
About this event

Change Leadership Responsibilities:

Effective and proactive change leadership is essential for successful organisational change. In this topic, Peter will outline the three critical leadership responsibilities to implement successful change: 1. Articulate the change vision, 2. Model the new way, and 3. Intervene to ensure sustainable change.

Change Alignment Leadership:

The change question set all leaders should be able to answer: "Do you have a change vision? Are you aligned on your strategic objectives? Are you a high performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?” In this topic, Peter will discuss some of the steps of his change leadership alignment process.

Change Management Gamification:

Peter uses change management gamification to develop his client’s change management skills and knowledge in a workshop environment. In this topic, Peter will cover: “What is Change Management Gamification?” and “Why Use Gamification to Learn Change Management?”

https://acmpuk.co.uk/event-4554589

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Tags: Business Strategy, Change Management, Leadership

ASQ EMEA Virtual Conference: Nov 2021 - Peter F Gallagher Speaking on Change Leadership Lessons
PFG Publishing
November 10, 2021
10 Change Management Leadership Lessons Learned - All Leaders SHOULD Know

"Excellence Through Quality Leadership: Productivity, Resilience, Sustainability"

Conference Registration link - https://bit.ly/3ioQANv

Speaking Topic:
Change Management Leadership Lessons Learned - All Leaders SHOULD Know
Change Management Supporting Sustainable Quality and Improvement Initiatives

Agenda
Learning objectives:
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
Summary and Practical Take-Aways
Q&A

Practical Takeaways:
1. Organisational change management is a game changer for successful project delivery
2. Proactive sponsorship and leadership alignment are critical success factors
3. To achieve future organisational change management success, assess previous change
4. There will always be resistance

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Tags: Leadership, Change Management, Business Strategy

ASQ Great Britain Section: June 2021 - Peter F Gallagher Speaking on Change Management and Quality
ASQ GB
June 17, 2021
Change Management Webinar

Change Management Lessons Learned Leaders SHOULD Know

Join us for an interactive session to discuss Change Management & Quality 17th June 2021
(12:00, GMT Summer Time (London, GMT+01:00)

https://asq.webex.com/asq/k2/j.php?MTID=t1c4f91343f79be37d1a6a454f91fbd4b
https://www.peterfgallagher.com/single-post/asq-great-britain-section-june-2021-peter-f-gallagher-speaking-on-change-management-and-quality

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Tags: Business Strategy, Change Management, Leadership

Leadership of Change - 10 Change Management Lessons Learned (SpeakerHub)
10Times & SpeakerHub
May 21, 2020
Webinar Description
Peter F Gallagher presents highlights of the 10 key challenges that organisations and their leaders face while implementing change. Successful change implementation is one of the biggest problems that modern organisations face. There is a big difference in leading normal-day-to-day operations and leading organisational change. Both require a different set of skills and very often leaders are not set-up to lead organisational change, transformation or improvement.

When
Thursday, 21 May 2020 09:00 AM - 09:45 AM (GMT-4:00) 2:00 PM Europe/London.


Agenda:
~ Normal day-to-day operations are very different to leading organisational change
Benefits of Change Management
~ 10 key lessons learned from change management implementation
Effective sponsorship is critical
Assess previous change history
Change resistance is inevitable
~ Successful change implementation requires a change management framework

About the Leadership of Change
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.

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Tags: Leadership, Change Management, Business Strategy

Leadership of Change - 10 Change Management Lessons Learned (ACMP UK)
ACMP UK
May 06, 2020
Accredited Change Management Practitioner (ACMP) UK Webinar
Date And Time: Wed, 6 May 2020 13:00 – 14:00 BST
Leadership of Change - 10 Change Management Lessons Learned • 10 key Lessons learned from organisational change management implementation
About this Event
Peter speaks on the leadership of change, change management, change leadership alignment and the benefits of change management gamification. For over 30 years Peter has been helping organisations, leaders and employees change, improve and transform through keynotes, master classes, change management gamification workshops, projects and programmes. The change question set Peter asks all leaders and works with their team to develop the solution is:
"Do you have a change vision? Are you aligned on your strategic objectives? Are you a high performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?"#

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Tags: Leadership, Change Management, Business Strategy

ACMP UK’s Webinar: Leadership of Change - 10 Change Management Lessons Learned
Eventbrite
April 28, 2020
Accredited Change Management Practitioner (ACMP) Webinar: 29 Apr 2020 14:00 CET
Peter speaks on the leadership of change, change management, change leadership alignment and the benefits of change management gamification. For over 30 years Peter has been helping organisations, leaders and employees change, improve and transform through keynotes, master classes, change management gamification workshops, projects and programmes. The change question set Peter asks all leaders and works with their team to develop the solution is:

"Do you have a change vision? Are you aligned on your strategic objectives? Are you a high performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?"

During this webinar Peter will speak about ten Change Management Lessons Learned, he shares insights into the challenges that organisations and their leaders face while implementing change.

Successful change implementation is one of the biggest problems that modern organisations face. There is a big difference in leading normal-day-to-day operations and leading organisational change. Both require a different set of skills and very often leaders are not set-up to lead organisational change, transformation or improvement.

Learning objectives:
10 key Lessons learned from change management implementation
Different approaches to change implementation by organisations
The importance of strategy alignment and change capacity
Learning from previous change history

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Tags: Leadership, Change Management, Business Strategy

1 Whitepaper
Learning from Past Mistakes for Successful Change Programme Implementation
DIGIT.FYI
June 13, 2018
White Paper to support Speaking Keynote: IT Project Overspend - 10 Change Management Lessons Learned
DIGIT Leader Summit 2018 - Dynamic Earth, Edinburgh
A critical component for any IT leader when introducing new information technology is getting organisation change adoption, ROI and that competitive edge defined in the strategy. The implementation of the new technology could be the core differentiator in a competitive market and the application of change management is the proven game changer in making this possible. Change management will support the organisation, its employee and leaders to move from the current state ‘a’ to the improved state ‘B’. It can enable and enhance implementation of the new ways of working, behaviour and adoption of the change. The assessment of previous change history can greatly provide insights on how to drive future organisational change, deliver benefits and sustainable change.

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Tags: Leadership, Change Management, Business Strategy

57 Workshops
Three60 Leadership - Peter F Gallagher Speaking on Change Management to UK Business Leaders
PFG Publishing
January 06, 2021
1/2 Day Workshop on the Leadership of Change - Birmingham*, UK - 6th Jan 2021

Peter will be speaking to a group of UK business leaders in Birmingham, UK 6th January 2021 in a Three60 Leaders half day Workshop. The Workshop Sessions are:


Change Management Introduction


Ten Change Management Lessons Learned


Change Management Gamification


Change Management Leadership

“Change leadership requires a different set of skills than leading normal day-to-day operations, this capability must be developed before leading organisational change”

*Changed to Zoom meeting 1 day before due to UK/Scotland Covid restrictions

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Tags: Business Strategy, Change Management, Leadership

Leadership Alignment High Performing Team Workshop 2 - Dusseldorf
ProudFoot LinkedIn
December 16, 2020
Leadership Alignment High Performing Team Workshop 2 of 3 - Proudfoot Dusseldorf Automotive Client
1 Day Session with Leadership Team
Objectives
Team Performance Survey results
Introduce additional change concepts
Prepare each leader’s vision for change

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Tags: Business Strategy, Change Management, Lean Startup

Leadership Alignment Gamification Workshop 3 - Dresden
Proudfoot LinkedIn
March 13, 2020
Leadership Alignment Gamification Workshop 3 of 3 - Proudfoot Dresden Automotive Client
1 Day Session with Leadership Team
Objectives
Close gaps in Team Performance Survey
Practise change concepts during gamification
Develop actions to lead the change

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Tags: Business Strategy, Change Management, Leadership

Leadership Alignment High Performing Team Workshop 2 - Dresden
Proudfoot LinkedIn
February 26, 2020
Leadership Alignment High Performing Team Workshop 2 of 3 - Proudfoot Dresden Automotive Client
1 Day Session with Leadership Team
Objectives
Team Performance Survey results
Introduce additional change concepts
Prepare each leader’s vision for change

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Tags: Business Strategy, Change Management, Leadership

Leadership Alignment Gamification Workshop 3 - Dusseldorf
Proudfoot LinkedIn
January 29, 2020
Leadership Alignment Gamification Workshop 3 of 3 - Proudfoot Dusseldorf Automotive Client
1 Day Session with Leadership Team
Objectives
Close gaps in Team Performance Survey
Practise change concepts during gamification
Develop actions to lead the change

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Tags: Business Strategy, Change Management, Leadership

Leadership Alignment Priorities Workshop 1 - Dresden
LinkedIn
January 23, 2020
Leadership Alignment Strategic Priorities Workshop 1 of 3 - Proudfoot Dresden Automotive Client
1 Day Session with Leadership Team
Objectives
Align the Leadership Team and identify barriers
Introduce to key change concepts

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Tags: Business Strategy, Change Management, Leadership

Leadership Alignment Priorities Workshop 1 - Dusseldorf
Proudfoot LinkedIn
November 13, 2019
Leadership Alignment Strategic Priorities Workshop 1 of 3 - Proudfoot Dusseldorf Automotive Client
1 Day Session with Leadership Team
Objectives
Align the Leadership Team and identify barriers
Introduce to key change concepts

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Tags: Business Strategy, Change Management, Leadership

EY MENA Strategy One Day Workshop - Dubai
EY LinkedIn
March 16, 2016
MENA strategy day
EY Strategy Team - 120 People from across MENA
EY Strategy Team Road
Consultant Presentations
Strategy Leading Practice
Part of EY Learning Week

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Tags: Business Strategy, Change Management, Leadership

Improving Governance and Collaboration between the Assets, the Functions and the Contractor Workshop
RGU LinkedIn
August 24, 2015
Improving Governance and Collaboration between the Assets, the Functions and the Contractor
1 Week Workshop - Mon 24th - Fri 28th August
Aberdeen, UK
MBA Project: Sponsors Robert Gordon University and Talisman Sinopec Energy
MBA Business Improvement and Change Project
Improve governance and collaborative working interfaces between the Asset, the Functions and the Contractor. Developing an agreed mutually beneficial robust process. The cross-functional Subject Matter Expert (SME) team will map their current processes, identify gaps, brainstorm solutions. Develop (1) an improved efficient effective business value delivery SMART SLA Process & RACI (2) SMART SLA KPIs and (3) a SMART SLA

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Tags: Business Strategy, Change Management, Leadership

Improving Governance and Collaboration between the Assets, the Functions and the Contractor - Kick-off
RGU LinkedIn
August 06, 2015
Improving Governance and Collaboration between the Assets, the Functions and the Contractor
1 Day Kick-off Workshop - Mon 24th - Fri 28th August
Aberdeen, UK
MBA Project: Sponsors Robert Gordon University and Talisman Sinopec Energy
MBA Business Improvement and Change Project
Improve governance and collaborative working interfaces between the Asset, the Functions and the Contractor. Developing an agreed mutually beneficial robust process. The cross-functional Subject Matter Expert (SME) team will map their current processes, identify gaps, brainstorm solutions. Develop (1) an improved efficient effective business value delivery SMART SLA Process & RACI (2) SMART SLA KPIs and (3) a SMART SLA

See publication

Tags: Business Strategy, Change Management, Leadership

2020 Planing and Budget Transformation 5th Jun 2013 - #2 Transformation Update
EY Advisor
June 05, 2013
Quarterly Update Change Design Update with Change Design Theatres
Client: Oil Company, Dammam - Saudi Arabia
Executive Manager - Strategic Change and Improvement
Dates Employed: Feb 2012 – Nov 2013
Employment Duration1 yr 10 mos
Location: Bahrain

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Tags: Business Strategy, Change Management, Leadership

2020 Planing and Budget Transformation - #1 1/2 Day Project Update
EY Advisory Services
December 16, 2012
Quarterly Update 16 Dec 2012 - Stakeholder Update
Change Design Update
Client: Oil Company, TEC Conference Building, Dammam - Saudi Arabia
Executive Manager - Strategic Change and Improvement
Dates Employed: Feb 2012 – Nov 2013
Employment Duration1 yr 10 mos
Location: Bahrain

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Tags: Business Strategy, Change Management, Leadership

Business improvement for Leaders - 2 day Workshop 1 of 1 - Bahrain
EY LInkedIn
October 22, 2012
Business improvement for Leaders - 2 day Workshop 1 of 1 - Bahrain
Lean Leaders - C-Suite
Bahrain - Client Training Room
Client: Petrochemical Company
22 - 23 October 2012
Lean Leadership Modules and Lean ~Simulation
Next steps: Kaizen Workshop Sponsor

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Tags: Business Strategy, Change Management, Leadership

Introduction to business improvement - 5 day Workshop 2 of 2 - Bahrain
EY LInkedIn
October 07, 2012
Introduction to business improvement - 5 day Workshop 2 of 2
Operator Lean Practitioner Training and Certification
Bahrain - Client Training Room
Client: Petrochemical Company
7 - 11 October 2012
Lean Practitioner Modules
Next steps: Kaizen Workshop

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Tags: Business Strategy, Change Management, Leadership

2020 Transformation Programme Launch Workshop
EY Advisory
September 25, 2012
Kick-off Workshop with Key Stakeholder 25 Sep 2012 -
Change Design Update
Client: Oil Company, Dammam - Saudi Arabia
Executive Manager - Strategic Change and Improvement
Dates Employed: Feb 2012 – Nov 2013
Employment Duration1 yr 10 mos
Location: Bahrain
See publication

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Tags: Business Strategy, Change Management, Leadership

Introduction to business improvement - 5 day Workshop 1 of 2 - Bahrain
EY LInkedIn
September 02, 2012
Introduction to business improvement - 5 day Workshop 1 of 2
Operator Lean Practitioner
Bahrain - Client Training Room
Client: Petrochemical Company
2-6 September 2012
Module 0: Introduction to business improvement
10 Introduction Modules
Next steps: Lean Practitioner Training

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Tags: Business Strategy, Change Management, Leadership

Finance Transformation - Workshop Four Transformation Roadmap - Kuwait
EY LinkedIn
July 03, 2012
Finance Transformation - Workshop Four Transformation Roadmap - Kuwait
One day Workshop with Sponsor, Finance Leadership Team
Future State
- Employee
- Process
- System
- Leadership

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Tags: Business Strategy, Change Management, Leadership

Finance Transformation - Workshop Three Initial Design Phase - Kuwait
EY LinkedIn
June 19, 2012
Finance Transformation - Workshop Three Initial Design Phase - Kuwait
One day Workshop with Sponsor, Finance Leadership Team
Design Future State
- Confirm the improvement opportunities.
- Design and propose design options.
Develop Implementation Roadmap
- Develop high level implementation roadmap - Finance model.
- Prepare for implementation.

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Tags: Business Strategy, Change Management, Leadership

Finance Transformation - Workshop Two Diagnose Phase - Kuwait
EY LinkedIn
June 05, 2012
Finance Transformation - Workshop Two Diagnose Phase - Kuwait
One day Workshop with Sponsor, Finance Leadership Team
- Current State Assessment
- Conduct interviews with functional heads and key stakeholders.
Understand the current state - EY Finance operating model components.
Identify gaps/opportunities
- Identify relevant leading practice & key stakeholder requirements.
- Identify opportunities to align with leading practice.

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Tags: Business Strategy, Change Management, Leadership

Finance Transformation - Workshop One Identify Phase - Kuwait
EY LinkedIn
May 01, 2012
Finance Transformation Workshop One Identify - Kuwait
Petrochemical Client
Lead Consultant
Identify 2 Day Workshop: Establish Project Plan and Deliverable with Client

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Tags: Business Strategy, Change Management, Leadership

Global HR Lifecycle Lean Change Project 1: HR Offer to Onseat
Shell LInkedIN
May 16, 2011
HR Offer to Onseat Business Improvement Project – CI/Lean/Change
Global HR Team
'As Is" VSM, 'To Be' VSM and solution roadmap
Calgary, Canada
May 16 - 20 2011

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Tags: Business Strategy, Change Management, Leadership

NCPOC Work Permit Immigration Improvement Process - Kazakhstan SC5 Workshop Audit
Shell Kazakhstan - LinkedIn
April 19, 2011
Steering Committee 5 Workshop
Benefit Realisation Audit Review - 1 Days
Improve NCPOC Kazakhstan Atyrau Immigration Labour Law Process Map prior to the start of Kashagan Oil Production
NCPOC Offices, Atyrau, Kazakhstan

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Tags: Business Strategy, Change Management, Leadership

Global HR Lifecycle Lean ESSA Change Project 2: HR Off-boarding
LinkedIn Shell
December 13, 2010
Shell Centre, London, UK. 13th - 16th Dec 2010
Global HR Team
'As Is" VSM, 'To Be' VSM and solution roadmap
Agenda for the Week – with Daily Sponsor calls
Charter Review - value
Pre-work - Material Review
SIPOC
Map “As Is” Process
Waste Analysis
Brain-Storm Improvements Map “As Is” Process
Map “To Be” Process
Action Plan
Presentation to Sponsors

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Tags: Business Strategy, Change Management, Leadership

NCPOC Work Permit Immigration Improvement Process - Kazakhstan SC4 Workshop Actions
Shell Kazakhstan - LinkedIn
September 22, 2010
Steering Committee 4 - Workshop Actions and Change Plan Review - 2 Days
Improve NCPOC Kazakhstan Atyrau Immigration Labour Law Process Map prior to the start of Kashagan Oil Production
NCPOC Offices, Atyrau, Kazakhstan

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Tags: Business Strategy, Change Management, Leadership

KCO Hydrotest Lean Project: Phase 2 Kazakhstan, Caspian Sea Island
Shell LinkedIn
September 16, 2010
Agip KCO Hydrotest Lean Project: Phase 2 Offshore Hydrotest Execution Kaizen
Project Kick-off, prepare draft Charter & identify SME Team.
Kaizen – 4 Day Work Shop
Day 1. Thu 16th Sep 08:00 – 17:00
Welcome, HSE Sponsor Kick-off, Introductions & Concerns.
Charter Review.
Create SIPOC.
Walk the Process.
Day 2. Fri 17th Sep 08:00 – 17:00
Analysis Test Packs.
Start “As Is” VSM.
Day 3. Sat 18th Sep 08:00 – 17:00
Waste Analysis – TIMWOOD & VA.
Brainstorm Solutions - Benefit Effort Matrix.
Start “To Be” VSM.
Day 4. Sun 19th Sep 08:00 – 15:30
Test “To Be” VSM.
Create Solution & Action Trackers.
Present to Sponsors – next steps.

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Tags: Business Strategy, Change Management, Leadership

Thinkers360 Credentials

7 Badges

Radar

1 Trend
Organisation Building Internal Change Capability

Date : January 28, 2021

Organisational change management, transformations and improvements have become permanent features of the business landscape. 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.

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. There is now a recognition that delivering each change programme or project using the same change methodology and approach is less confusing and more effective for the organisation. An even more effective and efficient way is to have a single approach to change using a corporate change management framework, models, processes, tools and techniques.

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172 Article/Blogs
Friday’s Change Reflection Quote - Leadership of Change - Embrace Unknown Change With a Growth Mindset
Thinkers360
March 15, 2024

1985: First .COM domain name, symbolics.com, registered.

Happy Friday!

On this day, March 15, 1985, Symbolics Computer Corporation, a computer systems company based in Massachusetts, registered the first-ever .com domain name: symbolics.com. This historic event marked the beginning of the commercial era of the internet, which would eventually transform the way we live, work, and interact. The .com domain, short for “commercial”, was initially intended for businesses and commercial entities operating on the internet. Prior to this, the internet was primarily used for academic and research purposes, with domains like .edu (education) and .gov (government) being the main top-level domains (TLDs) in use. By registering symbolics.com, they paved the way for businesses worldwide to establish an online presence and tap into the vast potential of the internet. This milestone occurred just four years after the first transition of the ARPANET from a research project to a fully operational network and two years before the introduction of domain name servers (DNS) in 1987, which helped organise and manage the rapidly growing number of domain names. By actively seeking out and embracing change, we open ourselves up to growth, innovation, and progress, much like Symbolics Computer Corporation did in 1985.

Aron Meystedt bought symbolics.com in 2009 as a piece of internet history and told us he is very “humbled to be able to own it.” He later turned it into a kind of internet history archive, which stands as a digital museum for the history of the internet. The initial .com registration stands as a testament to the potential of human creativity and the capacity for forward-thinking and visionary change. Change leaders anticipate industry trends and changes, positioning their organisations proactively to thrive in evolving landscapes. They embrace innovation and foster adaptability within the organisation to navigate change effectively. Change leaders are willing to challenge the status quo, explore new avenues, and lead the organisation into uncharted territories as pioneers in the industry. They communicate the vision, purpose, and benefits of change transparently to gain understanding and support from stakeholders. More importantly, change leaders recognise the strategic importance of branding and positioning during periods of change, leveraging these elements to establish a strong presence in the market. Embrace Unknown Change With a Growth Mindset.

“Anticipate industry trends, position your organisation proactively, embrace innovation, foster adaptability, and recognise the strategic importance of branding and positioning during periods of change”

Growth Mindset Change Principles: Both fixed mindset employees and resistance are inevitable in nearly all change implementations. If leaders promote growth mindset change principles, they can negate some of the fixed mindset traits and associated resistance during the change execution phase. Ten key growth mindset principles are outlined below:

  1. We embrace change and disruption: Change provides an opportunity to improve the organisation and move ahead of the competition.
  2. Challenges and setbacks are opportunities: These provide an opportunity to grow, learn, and develop.
  3. Effort and attitude determine success: We never give up, and every effort matched with a positive attitude brings us one step closer to success.
  4. We continually try new things: As soon as we think the way we work today is the way we will work tomorrow, then the competition will overtake us.
  5. Talent development: Talents can be developed through education, hard work, good strategies, and input from others.
  6. We learn from feedback: Constructive feedback is a gift and a driver of improvement and change.
  7. Everything we do has a purpose: What we do benefits our customers and has a positive sustainable social impact.
  8. We have an inclusive and equitable culture: We value and respect individuals and groups with different backgrounds.
  9. We believe in continual personal growth: Life is all about continuous, never-ending change and improvement (CNECI).
  10. Healthy employees equal a healthy business: Employee health and well-being are critical for business success.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Embrace Unexpected Change With Resilience
Thinkers360
March 08, 2024

2014, Malaysia Airlines Flight MH370 with 239 people disappears.

Happy Friday!

On this day, March 8, 2014, Malaysia Airlines Flight MH370 with 239 people loses contact and disappears, prompting the most expensive search effort in history and one of the most enduring aviation mysteries. The Boeing 777 aircraft, carrying 227 passengers and 12 crew members, took off from Kuala Lumpur International Airport en route to Beijing but never reached its destination. The last communication from the plane was a routine message sent around 40 minutes after take-off, and then it vanished from radar screens. The search for MH370 was an unprecedented international effort, involving over 25 countries and costing hundreds of millions of dollars. The initial search focused on the South China Sea and the Malacca Strait, but as time passed, the search area expanded to cover vast swaths of the Indian Ocean. Despite the deployment of cutting-edge technology, including underwater drones and sonar systems, the aircraft's final resting place remained elusive. In January 2017, after nearly three years of intensive searching, the underwater search for the wreckage was officially suspended.

The final words heard by Kuala Lumpur air traffic control at 01:19:29 were, “Goodnight, Malaysian Three Seven Zero.” The disappearance of Flight MH370 serves as a stark reminder that change can happen unexpectedly and without warning. Change leaders proceed with resilience and navigate uncertainty even when facts remain unclear. They understand the need to be transparent with all stakeholders and communicate with empathy. Change leaders stay abreast of technological advancements and strategically integrate them into their initiatives. They rely on accurate and timely data to inform their decisions, rather than relying solely on intuition or assumptions. Embrace Unexpected Change With Resilience.

“Embrace unexpected change with resilience, lead through uncertainty, communicate facts with empathy, leverage technology, ignore assumptions and make data-driven decisions”

Leading organisational change, especially when it involves delivering negative news or making difficult decisions that impact employees’ lives, requires a high degree of empathy from change leaders. Empathy, the ability to understand and share the feelings and experiences of others, is a crucial trait that can make a significant difference in how employees embrace and navigate change. When change leaders exhibit empathy, they demonstrate awareness and understanding of the emotional journey their employees are going through. They acknowledge that each individual reacts differently to change and that the prospect of altering work routines, acquiring new skills, or facing potential job insecurity can be daunting and anxiety-inducing. By putting themselves in their employees' shoes, empathetic change leaders can better anticipate and address the concerns, fears, and uncertainties that arise during the change implementation process.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Lead Change Through Engaged Role Modelling
Thinkers360
March 01, 2024

1961 US President JFK establishes the Peace Corps.

Happy Friday!

On this day, March 1, 1961, President Kennedy signed Executive Order 10924, establishing the Peace Corps to promote world peace and friendship. The new programme empowered volunteers to provide two years of service abroad, assisting communities with basic needs like food, health, shelter, and education, while fostering cultural exchange and mutual understanding at the person-to-person level. Kennedy had initially introduced the concept during his 1960 presidential campaign and worked closely on the vision and structure once in office before recruiting the first 500+ volunteers who trained that summer and shipped out across the globe by the end of 1961. This proposal was met with enthusiasm, as more than 25,000 letters were received in response to Kennedy’s call. The Peace Corps started during the Cold War to spread American values globally in response to Communist criticism, but its focus on altruism went beyond political differences. Since its inception, more than 235,000 volunteers have joined the Peace Corps, serving in 141 countries worldwide.

The Peace Corps remains one of Kennedy’s most vivid living legacies. Six weeks earlier, in his inaugural address, he made his famous call to public service by asking Americans, “To ask not what your country can do for you, ask what you can do for your country.” Change starts when visionary leaders inspire and attract devoted disciples across bureaucracy and translate ideas into organisational reality with tireless persistence. They secure resources by aligning the vision with existing stakeholder priorities, coalitions, and budgets. They balance impatience against care in planning to allow risk-taking while mitigating pitfalls. Finally, change leaders must personally role model the new way, they must be actively present and engage to ensure momentum and sustainability. Lead Change Through Engaged Role Modelling.

“Create change through a vision with moral purpose, attract devoted disciples, secure resources, balance impatience against care in planning, and lead through engaged role modelling”

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 is effectively and proactively involved, and responsible for three important subset responsibilities. Working with the sponsor, 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 email instruction, and they are not the responsibility of the change team.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Improve Standards Through Shared Change Vision
Thinkers360
February 23, 2024

1947 - The International Organisation for Standardisation (ISO) begins operating.

Happy Friday!

On this day, February 23, 1947, the International Organisation for Standardisation (ISO) began operating, marking a significant milestone in the world of standardisation and quality management. Founded in Geneva, Switzerland, the ISO was established to develop and publish international standards to facilitate trade and ensure the quality and safety of products and services on a global scale. The creation of ISO was a response to the need for standardisation in the post-World War II era, where international trade and cooperation were becoming increasingly important. The organisation aimed to harmonise standards across countries, making it easier for businesses to navigate different regulatory environments and ensuring that products and services met consistent quality benchmarks. The ISO was created through the merger of two organisations. The first was the International Federation of the National Standardising Associations (ISA), which was established in New York in 1926 and operated from Switzerland. The second was the United Nations Standards Coordinating Committee (UNSCC), which was administered in London in 1944.

On ISO’s 70th anniversary back in 2017, ISO President Dr. Zhang Xiaogang told us, “For 70 years, ISO has made standards that have shaped our history and accompanied the world’s greatest innovations.” Visionary change requires looking beyond present turmoil and imagining smarter future ways of operating, as ISO’s founders did by developing standards to enable post-war reconstruction. By inviting diverse global input, ISO standards reflect broad perspectives and gain wide cooperation and buy-in. They standardised selectively around what matters based on creating meaningful order rather than bureaucratic distraction. Living standards enable continual improvement as ISO incorporates new technologies and knowledge to keep standards relevant. Improve Standards Through Shared Change Vision.

“Change leadership is about creating a vision of smarter future ways of operating, inviting diverse global input, developing meaningful order, and continuously improving standards”

The first step for the leadership team in implementing their organisation’s change is to ‘Articulate the change vision’, The leadership should be continually explaining how it is aligned to the organisation’s vision, mission, objectives, and strategy. Leaders should outline why the change programme is important to the organisation, why the organisation has chosen this vision for change, the benefits, and what the disadvantages are of not implementing this change successfully. Unfortunately, some of those in leadership positions will not have the aptitude to articulate the vision effectively. Effective articulation requires strong communication skills, clarity of vision, and the ability to inspire others. Those lacking these qualities can undermine the change effort by failing to generate excitement, understanding, and commitment from their teams. To compensate, organisations may need to provide communication coaching or training, pair weaker leaders with stronger communicators, or shift responsibilities to give greater voice to those able to articulate effectively. Success also depends on two-way communication, so leaders must actively listen and invite participation rather than merely broadcast the vision.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Global Change Takes Compromise, Not Perfection
Thinkers360
February 16, 2024

2005 - Kyoto Protocol comes into force.

Happy Friday!

On this day, February 16, 2005, the Kyoto accord, which aimed to curb the air pollution blamed for global warming, came into force. 141 countries, accounting for 55% of greenhouse gas emissions, ratified the treaty, which pledged to cut emissions by 5.2% by 2012. However, there was still uncertainty and opposition over how the emission reductions would be made and the economic impacts. The Kyoto Protocol was a landmark agreement under the United Nations Framework Convention on Climate Change (UNFCCC) and the result of decades of effort to negotiate an international solution to global warming. The adoption and ratification of the Kyoto accord were met with both praise and criticism. However, the Kyoto accord marked a significant milestone in the global fight against climate change and laid the foundation for future international cooperation and collective action to reduce greenhouse gas emissions. Despite its limitations and challenges, it paved the way for subsequent international agreements and initiatives, such as the Paris Agreement in 2015.

At a ceremony in Kyoto, Japan, to mark the occasion, Joke Waller-Hunter, Executive Secretary of the UNFCCC, told environmental ministers from around the world, “This marks the beginning of a new era in international efforts to reduce the risk of climate change.” The Kyoto Protocol showcased the change leadership required to address global environmental threats and overcome obstacles in pursuit of a common goal. Progress on complex global agreements takes patience, consensus, and compromise, which inevitably require time given political realities. Proactive leaders forming alliances can set the precedent through peer pressure rather than relying on universal support or waiting for detractors. Remember, no global change initiative will satisfy all sides, but progress will lay the foundation for the next steps. Global Change Takes Compromise, Not Perfection.

“Leading global change takes compromise, not perfection; build coalitions to take essential steps, apply peer pressure, and lay the foundations for future progress”

Leaders of change need to create a powerful coalition of change agents to help them successfully implement organisational change. Change agents with organisation credibility and change skills can be the sponsor and leader’s business change partner. Change agents can be invaluable enablers of change. The sponsor can use the change agents as conduits between the leadership team and employees, cascading the change message through every level of the organisation. The sponsor and leadership team should see the change agents as their business partners in the workplace, helping them to deliver the change vision. Change agents can act as a feedback loop, providing the sponsor and leaders with insights into how the employees are reacting to the change. They will be able to detect resistance, as well as see what change tactics are working well and those that are not. 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 (growth mindset), moving the organisation towards adoption and sustainable change.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Behaviour: Leadership of Change Volume 7

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - True Change Enriches Lives
Thinkers360
February 09, 2024

1969 - Boeing 747 flies for the first time.

Happy Friday!

On this day, February 9, 1969, the Boeing 747 airliner takes its first test flight, ushering in a new era for commercial aviation with the original jumbo jet. Conceived in the mid-1960s to meet surging passenger demand, the unprecedentedly large, wide-bodied 747 underwent intense design testing before its inaugural, nearly hour-long trip from Boeing’s Everett (Washington) factory, piloted by Jack Waddell. The experimental 367-ton aircraft amazed crowds who glimpsed it airborne. Despite its mammoth proportions challenging conventional aeronautics, initial results surpassed design limits, reaching higher speeds while requiring shorter take-off distances than specifications. The triumphant inaugural flight served as a resounding endorsement of Boeing’s bold decision to push the boundaries of aircraft size and capacity. Pan Am rolled the first B747 on a commercial route from New York to London, carrying 17 crew and 332 passengers. The introduction of the B747 brought continents closer than ever before, significantly enriching the lives of countless individuals through the unprecedented opportunity for global travel.

Following the first flight, Jack Waddell, the chief test pilot, told the press conference, “It handled magnificently. It’s a pilot’s dream.” The B747 challenged assumptions that scale constraints made 400-passenger aircraft unviable. Boeing rejected conservative scepticism, instead embracing the necessary complexity to architect the seemingly impossible. Additionally, Boeing demonstrated strategic patience in long-term value creation, not just quarterly returns. When facing doubts about whether visionary change remains plausible, we must pursue ambitious innovation to achieve purposeful outcomes. Transformational change flows from teams translating prototypes into new paradigms through commitment and enriching lives across generations. True Change Enriches Lives.

“To enable true change, challenge constraints through rigour and patience while pursuing ambitious innovation, so purposeful visions, once proven, enrich the lives of generations”

What if your change vision had purpose? Purpose could help answer the ‘why this change?’ question. People who have a higher sense of purpose in life, a sense of direction, and defined goals are likely to be more content and healthier. The term ‘purpose-led’ has been mentioned a lot recently, and the concept is becoming more popular. We now live in a world where what an organisation is, what it does, and how much money it makes are under incredible scrutiny, especially on social media. Purpose-led organisations are focused on ensuring they have a reason to exist; this goes beyond profit and focuses on how they positively impact society. Purpose-led organisations are more ambitious, they attract the best talent, inspire innovation, make faster decisions, and are more trusted, thus attracting more customers and retaining their loyalty.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Change Leadership Means Challenging Assumptions
Thinkers360
February 05, 2024

1990 - De Klerk dismantles apartheid in South Africa.

Happy Friday!

On this day, February 2, 1990, F. W. de Klerk announced the unbanning of the African National Congress (ANC) at the opening of Parliament and promised to release Nelson Mandela. This marked a pivotal turning point in South Africa’s history. Nelson Mandela had already spent nearly 30 years in prison for his opposition to apartheid and fight for racial equality. His impending release signified the possibility of peaceful negotiations and reform after decades of violence and unrest. F. W. de Klerk challenged the long-held assumptions and policies that upheld apartheid. This required not just risk-taking but also a willingness to admit that the status quo and long-standing beliefs were fundamentally unjust. The impact of this change was profound. South Africa’s transition to democracy brought an end to apartheid, dismantled institutionalised racism, and established a new era of equality and justice. F. W. de Klerk and Nelson Mandela worked together to achieve this change and were jointly awarded the Nobel Peace Prize in 1993.

As F. W. de Klerk walked into the opening of the session of the Parliament that day, he told his then wife, “South Africa will never be the same again.” He went against norms perpetuated by his own political party to initiate reforms. As a change leader, he took responsibility for recognising when systems were fundamentally unjust rather than defending the status quo. He understood the need to bring the ANC and other groups to the table in order to gain buy-in and collaborate. Additionally, de Klerk persisted through setbacks over years of complex negotiations. The path to progress is never smooth. When talks stalled, de Klerk remained resilient and flexible to keep momentum; he remained loyal to his values and vision to inspire change. Change Leadership Means Challenging Assumptions.

“Pronounced change leadership means challenging assumptions, engaging stakeholders, persisting resiliently, finding common ground, and constantly communicating vision”

When leading change, never forget that some of your stakeholders will have their own motives and will be asking themselves, “What’s in it for me?” No matter how good the wider change team is (leaders, sponsor, and the change team itself), how hard you work, or how important the change programme may be to the organisation, without good stakeholder engagement, you will hit major barriers. As mentioned in the introduction to this section, stakeholders can be defined as any group or individual who can affect or be affected by the organisation’s change, transformation, or initiative. Detailed stakeholder analysis and mapping are critical to ensuring the wider change team understands and manages resistance throughout the change programme.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Leadership, Change Management, Business Strategy

Friday’s Change Reflection Quote - Leadership of Change - Moral Change Leaders Align Character With Values
Thinkers360
January 26, 2024

1998 - Bill Clinton Denies on National Television.

Happy Friday!

On this day, January 26, 1998, President Bill Clinton gave a defiant national television address forcefully denying allegations he had engaged in an affair with former White House intern Monica Lewinsky. Clinton famously declared, “I did not have sexual relations with that woman, Miss Lewinsky.” However, subsequent evidence eventually exposed this statement as false, unleashing a torrent of criticism and charges that devastated Clinton’s reputation. Five days earlier, investigative journalists brought to light clandestine encounters occurring between 1995 and 1997, all transpiring while Clinton was married. The revelation that Lewinsky, who was just 21 at the time, coupled with the significant power imbalance and apprehensions about impropriety, heightened the already considerable public scrutiny as the controversy resonated globally. Clinton gambled on bold confidence, swaying perceptions back in his favour. However, the tactic proved catastrophic long-term once incontrovertible proof emerged showing he had misled the investigation, the public, and his own family. Clinton then faced urgent damage control to both save his presidency and rebuild lost esteem.

Clinton himself later expressed deep regret for the choices made, he told us, “If you live long enough, you'll make mistakes. But if you learn from them, you'll be a better person.” The scandal lingered for decades, forever marring his presidential legacy and some of the great things he did. Character alignment with values and deeds proves integral to credible leadership and is not an optional trait. Contrition and transparency, however uncomfortable, remain the only effective antidotes to criticism over wrongdoing. Stay focused on purpose and restore balance to the discourse that has been distorted by preoccupations. Have the courage to admit imperfections risks less reputational damage than deceit, shifting blame, or stonewalling inquiries. Change Leaders Align Character With Values.

“Moral change leaders align character with values; they embrace transparency over deceit, focus on purpose, and risk imperfection admissions over damage control”

There is much research to indicate that organisational leaders who value morality outperform their unethical peers. While most employees believe moral leadership delivers better business results and more successful change, few believe that leaders demonstrate these qualities consistently. We are all too aware of organisations with low morality and the damage inflicted on society; they may even have suffered financially as a result. Moral leaders set and guide themselves with strong values and ethics. They create a healthier workplace culture and environment for change. Moral leaders excel at setting high standards and modelling the new skills and behaviours to enable employee change adoption.Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Reinvent How You Contribute to Change
Thinkers360
January 19, 2024

1988 - Writer Christopher Nolan, Unable to Move or Speak, Wins the Whitbread Prize.

Happy Friday!

On this day, January 19, 1988, disabled author Christopher Nolan, who could not move or speak because of an accident at birth, won the prestigious Whitbread Book of the Year prize. The prize brought Nolan acclaim at age 23 as the youngest recipient at the time. His memoir stood out among over 100 contenders because of its poetic style and insight into the mind of a disabled person. At the age of 11, Nolan was prescribed a new drug, Lioresal, which allowed him to move one muscle in his neck, and he started to type using a rubber-tipped spike attached to a headband. Nolan’s remarkable achievement showcases his exceptional talent as a writer and serves as a powerful reminder of the indomitable human spirit. It goes beyond the literary world, inspiring people with disabilities to achieve greatness and make an impact in their chosen fields. This triumph challenges societal notions about disability, emphasising the importance of true inclusivity and equal opportunities for all.

In his acceptance speech at Whitbread’s London Headquarters, read by his mother, Nolan said: “I want to shout with joy. My heart is full of gratitude. You all must realise that history is now in the making. Crippled man has taken his place on the world's literary stage. Nolan refused to equate his physical limits with being limited in purpose or impact and embraced life’s challenges and personal limitations. His unwavering determination to overcome adversity and achieve his goals serves as a reminder of the importance of perseverance when facing adversity. He reinvented the concept of contribution, finding new and innovative ways to make his mark on the literary world. Christopher Nolan served as a powerful source of change leadership inspiration when he set new standards for diversity, equity and inclusivity. Reinvent How You Contribute to Change. 

“Embrace life’s challenges and personal limitations, persevere through adversity, innovate and reinvent so you can contribute, set new standards for change, diversity, equity and inclusivity”

As leaders of change, we must put people first, and our objective is to provide employees with a positive change transition experience. Not only does a DEI organisation drive better business results, but they are also more innovative. They help attract better and more talented employees, improving brand reputation. A DEI environment can be a great foundation for successful change implementation.

  • Diversity Helps Change: Diverse views, perspectives, open and honest discussion, where everyone can effectively contribute, leads to better change solutions and acceptance.
  • Equity Helps Change: Shaping and implementing a change that has equity considerations, and does not disadvantage any individual or group, will make it more palatable to the employees.
  • Inclusion Helps Change: Employees will feel engaged and more willing to become involved in the change design and implementation. They will feel that they are able to ask questions that might otherwise develop as resistance, questions that provide invaluable feedback and could even improve the change approach.

 

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Behaviour: Leadership of Change Volume 6

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Innovation Is Inherent in Change
Thinkers360
January 12, 2024

1967 - James Bedford’s Cryonic Preservation.

Happy Friday!

On this day, January 12, 1967, James Bedford’s body was frozen with the intent of future resuscitation, becoming the first human to be cryonically preserved. His body awaits resuscitation in Scottsdale, Arizona. This ground-breaking event marked a pivotal moment in the history of cryonics, the low-temperature preservation of humans and animals with the hope of one day reviving them. Dr. James Hiram Bedford, a 73-year-old psychology professor from Glendale, California, was terminally ill with kidney cancer when he made arrangements to have his body frozen after his death. Bedford’s body was cooled with ice packs and injected with cryoprotectant to prevent ice crystal formation in cells. He was later transported to Phoenix, Arizona, where he became Patient 1 at the Alcor Life Extension Foundation. His body was placed in a vessel filled with liquid nitrogen and cooled to -196°C (-320°F). At this ultra-low temperature, all biological activity stops. The hope is that one day science and technology will advance enough to safely revive and cure people preserved this way.

The cryonics community celebrates “Bedford Day” on January 12, honouring his decision to embrace this experimental technology to extend his natural lifespan. Cryonics has captivated scientists, futurists, and the general public, challenging conventional narratives about mortality and prompting profound questions about life, consciousness, and the boundaries of medical intervention. Change leaders should be willing to use innovation even in the face of scepticism. Navigating transformative change demands resilience, with leaders exhibiting unwavering commitment in pursuing their vision despite adversity. They must be adept at navigating complex ethical considerations, balancing progress with respect for values. Effective change leadership requires a future-oriented mindset, embracing a forward-thinking perspective, considering the long-term impact of decisions, and envisioning possibilities beyond immediate circumstances. Change leaders should also cultivate a shared sense of purpose and engage stakeholders in a common vision, inspiring collective action towards transformative outcomes. Innovation Is Inherent in Change.

“Change leadership requires innovation amid scepticism, resilient commitment in adversity, ethical navigation, a future-oriented mindset, and the ability to inspire collective efforts for transformative outcomes”

Leaders who inspire a shared change vision passionately make a positive difference to any change, transformation or improvement initiative. The change vision can become the heart and soul of the change. It should describe a future that appeals to the employees on an emotional level, and it should create momentum and excitement, providing the required extra focus and motivation to implement the change. Without an inspired change vision, it is very difficult to bring the impacted stakeholders together with a common goal to work as part of a cohesive force striving for successful change implementation. Employees and other key stakeholders will look to the leaders, waiting for them to ‘Articulate the change vision’ and to paint the picture of the future.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Change Nurtures Dissent and Galvanises Participation
Thinkers360
January 05, 2024

1914 - Henry Ford Minimum Wage.

Happy Friday!

On this day, January 5, 1914, the Ford Motor Company announces an eight-hour daily work limit and a minimum wage of $5 per day, doubling pay for line workers. This ground-breaking announcement shocked the industry and society. At the time, factory shifts spanned dawn to dusk, six days a week. The announcement was not merely an altruistic gesture, but a strategic move aimed at addressing several challenges simultaneously. The initiative aimed to reduce high turnover rates, increase productivity, and, perhaps most importantly, enable Ford’s own workers to afford the automobiles they were producing. Ford sensed that economic security depended on consumer capacity, not just elite wealth, so he shared skyrocketing Model T profits to buoy long-term prosperity. The move sparked outrage from capitalists yet overwhelming national applause which, gained traction over time. The impact on individual lives is immediate; relieved families could plan futures before only imaginable by elites. Dignity rose amid dehumanising industrialisation, a glimpse of balance benefiting both profits and people.

Henry Ford told us, “The owner, the employees, and the buying public are all one and the same, and unless an industry can so manage itself as to keep wages high and prices low, it destroys itself, for otherwise it limits the number of its customers. One’s own employees ought to be one's own best customers.” He compelled us to consider how such transformative decisions can influence our approach to change, leadership, and the ongoing pursuit of a fair and equitable society. Ford’s pioneering change challenges conventions by radically reimagining assumptions because innovation understands the interdependency between consumer capacity and growth. Progress depends on expanding dignity through ethical profit-people balance and change leaders lift nations by empowering disadvantaged communities that are overlooked yet vital. The lessons learned from this historic event continue to guide our understanding of change, urging us to embrace responsible practices that not only benefit businesses but also contribute to the collective progress of humanity. Change Leadership Transcends Profit.

“Pioneering change uplifts by empowering those overlooked, balancing ethical progress and profit through understanding the interdependency of people's dignity and shared prosperity”

Respectful leadership is about showing admiration for an employee and appreciation for their role and contribution within the organisation. No matter what role an employee plays within an organisation, they all want respect for what they do, to be treated with common courtesy, and to be valued for their skills and experience. Respectful leadership is appreciated by employees and is seen as a two-way street. Even if an employee is leaving the organisation as a result of the change, they should still be shown respect. Leaders should remember that these employees could be ambassadors for the organisation as well as future customers. More widely, respectful change leaders are respected leaders; they get better responses when modelling the new skills and behaviours with reduced employee resistance.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Change Nurtures Dissent and Galvanises Participation
Thinkers360
December 29, 2023

New Constitution of Ireland 1937.

Happy Friday!

On this day, December 29, 1937, a new constitution, established by a national referendum, changed the name of the Irish Free State to (Eire) Ireland. The historical significance of this event cannot be overstated. It represented the culmination of decades of struggle and sacrifice by Irish nationalists who had fought for their country’s right to determine its own destiny. The Irish Free State, which had been a part of the British Commonwealth since its establishment in 1922 under the Anglo-Irish Treaty signed in 1921, was now officially known as Ireland. The Irish Free State came into existence during a turbulent era in Ireland's history, marked by the struggle for independence from British rule. The Anglo-Irish Treaty of 1921 granted limited self-governance to Ireland, establishing the Irish Free State as a dominion within the British Commonwealth. However, the treaty remained a contentious issue, as it fell short of the aspirations of many Irish nationalists who sought complete independence. It was not until 1937, with the passing of the new constitution, that Ireland made a decisive break from its colonial past and asserted its identity as a sovereign, independent state. The constitution, also known as Bunreacht na hÉireann, was drafted by a committee led by Éamon de Valera, who would go on to become the first President of Ireland. The new constitution laid the foundation for a modern democratic republic. It established a parliamentary system, with a president as the head of state and a prime minister as the head of government.

Eamon De Valera was Ireland’s hated hero, a paradoxical figure whose leadership stirred both admiration and disdain. He told us, “I believe in the recognition of Ireland as a sovereign independent state.” His indomitable spirit, dedication to Irish independence, and unwavering commitment to his vision of an Ireland free from British influence left an indelible mark on the nation’s history. De Valera’s legacy prompts us to the complexities of change leadership, the choices that shape nations, and the transformative power of constitutional change. He persisted as a vocal minority voice, cultivating support through passionate arguments that Ireland’s right to self-determination should not be silenced by the violent oppression of dissent, but resolved through peaceful participation. Yet driving legal-constitutional change required galvanising widespread participation to demonstrate majority desire, provide mandate pressures, and force reform. By framing the referendum as an overdue platform to nurture citizens to voice dissatisfaction through ballots, not bullets, turnout and buy-in reached peak levels. Change moved from a political fringe cause to a dominant mainstream preference seemingly overnight after years of cultivation. Change Nurtures Dissent and Galvanises Participation.

“Lasting change blooms not always through revolution but by nurturing dissent and galvanising participation in gradual reforms framed as progress towards shared aspirations”

The ability of leaders to develop a change vision that has purpose is of utmost importance. A clear and compelling vision serves as a guiding light, providing direction and motivation for individuals and organizations embarking on a journey of change. A well-crafted change vision articulates the desired future state and the purpose behind the change. It goes beyond simply stating goals or objectives; it inspires and engages people by connecting the change to a higher purpose or a meaningful cause. When individuals understand the purpose behind the change, they are more likely to embrace it and actively participate in its realisation. Research has shown that leaders who develop a change vision that has purpose are more effective in driving change initiatives. They are able to communicate the vision in a way that resonates with others, creating a shared understanding and commitment to the change. This shared purpose fosters a sense of unity and collaboration, enabling individuals to work together towards a common goal.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Create the Change Tipping Point
Thinkers360
December 22, 2023

Brandenburg Gate in Berlin Reopens.

Happy Friday!

On this day, December 22, 1989, the Brandenburg Gate in Berlin was reopened, signifying the reunification of East and West Germany. German Chancellor, Helmut Kohl, Berlin’s Mayor, Walter Momper, and thousands of people gathered to witness this historic moment as they watched the barriers being removed. This event marked the end of the division that had endured for nearly three decades, symbolising the triumph of unity over separation. In the aftermath of World War II, Germany found itself divided into East and West, each influenced by different political ideologies. The Brandenburg Gate, a once-unified landmark, became an iconic symbol of the Cold War division, standing at the heart of a divided Berlin. However, on this momentous day in 1989, the gate ceased to be a mere physical structure; it became a living testament to the power of change and the resilience of the human spirit. The reopening of the Brandenburg Gate held profound significance, as it represented more than just the physical reunification of East and West Germany. It symbolised a momentous occasion of unity for a nation that had long been divided. This historic event laid the groundwork for the formal reunification of Germany on October 3, 1990, a moment when the country would rise above decades of separation and emerge as a stronger, more united Germany.

West German Chancellor Helmut Kohl walked through the gate to be greeted by Hans Modrow, the East German Prime Minister. Hans Modrow made an impassioned speech before an audience of millions, broadcast live on television to East and West Germans. “The burning stench of war must never be smelled here. It must be a gate of peace.” Cheers of “Helmut!”, “Helmut!” drowned out his words. Helmut Kohl responded to the people by declaring it the “most important moment of my life.” Though global superpowers dictated circumstances in post-war Germany, ordinary citizens banded together out of a common dream for freedom and national unity. The fall of the Berlin Wall and the reopening of the Brandenburg Gate teach us that sweeping change can happen when the hunger for freedom reaches a tipping point. Though for decades that 4-metre-high, 155-kilometre wall stood dauntingly immutable, the human spirit proved indomitable. Citizens banded together, voicing their defiance and resolve for a better way of life. Similarly, change leaders must guide people through an orchestrated path of small wins to build momentum without burnout. With each success, confidence grows to take on greater challenges. Create the Change Tipping Point.

“Transformational change is the result of persistent efforts and incremental progress, gradually building the necessary conditions until a tipping point is reached”

A typical question asked by the organisation’s C-Suite and leadership team is, “How long will the change take before we start to see the benefits?” The project change plan and the benefits tracking plan, if accurate and up-to-date, should provide a very good indication. The next question is usually, “Is there anything else we could be doing to speed up adoption and benefit delivery?” If all the a2BCMF® steps are being adhered to, then the simple answer is, “Yes, by reducing or removing resistance to the change.” The best way of doing this is to work with the three groups (‘Advocates’, ‘Observers’ and ‘REBELS’) involved in the change with the support of the change agents to find the ‘Tipping Point’.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Handbook - Leadership of Change Volume 3

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Change Requires Perseverance and Resilience
Thinkers360
December 15, 2023

Joint Declaration for Peace.

Happy Friday!

On this day, December 15th, 1993, British and Irish prime ministers John Major and Albert Reynolds issued the historic Joint Declaration for Peace on the steps of Downing Street. The Joint Declaration for Peace was a landmark document designed to bring an end to the prolonged conflict in Northern Ireland and a charter for peace and reconciliation in Ireland. Essential components included commitments to democratic principles, recognition of diverse political aspirations, and the establishment of cooperative institutions between the British and Irish governments. The conflict in Northern Ireland that has become known as the Troubles started in the late 1960s, and the violence led to over 3,500 deaths. This declaration laid the foundation for subsequent agreements, notably the Good Friday Agreement in 1998, which played a pivotal role in resolving the Northern Ireland conflict.

Later that day, both prime ministers addressed the gathered audience and the press. John Major told us, “My message to those who are not yet convinced is they should read the declaration. It really is time for Ireland politicians and people alike not just to look back at their history but to look forward to their future and that is what I hope they will do.” Additionally, Albert Reynolds told us, “What we have been engaged in for the last two years is to try and change the position so that there won’t be a single more dead in Northern Ireland.” The Anglo-Irish pact also exemplifies the value of perseverance and resilience in the face of obstacles. Change and the road to peace were not without their challenges, and the leaders encountered scepticism, resistance, and setbacks along the way. This lesson emphasises the need for change leaders to remain steadfast, adaptable, and resilient in the face of adversity. Change requires perseverance and resilience. Change Requires Perseverance and Resilience.

“Change requires perseverance and resilience to navigate obstacles, handling both scepticism and blind resistance, to achieve goals that seem unattainable”

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. 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.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Handbook - Leadership of Change Volume 3

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Change Balances Pragmatism and Idealism
Thinkers360
December 08, 2023

INF Treaty.

Happy Friday!

On this day, December 8, 1987, the world’s superpowers reversed the arms race when Ronald Reagan and Mikhail Gorbachev signed a historic agreement to reduce the size of their nuclear arsenals. This marked a pivotal moment amidst the Cold War, shifting the paradigm away from ever-increasing stockpiles of devastating weapons towards the hope of de-escalation and peace. As President Reagan signed the agreement in the White House, it marked the end of extensive negotiations and summits focused on curbing the existential threat posed by these weapons. The treaty prohibited both parties from possessing, producing, or flight-testing ground-launched ballistic and cruise missiles with ranges of 500–5,000 km. By the designated deadline of June 1, 1991, a combined total of 2,692 weapons of this kind were dismantled, with 846 by the United States and 1,846 by the Soviet Union. In 2014, the United States asserted Russia’s INF Treaty violation, leading the Trump administration to withdraw from the agreement in 2019.

President Regan told us, “A nuclear war cannot be won and must never be fought.” True leaders have the courage to change course, and progress requires persistent vision and pragmatic action. Both Reagan and Gorbachev faced resistance and criticism from hardliners reluctant to compromise entrenched perspectives ingrained over generations. Both leaders endured political hits for daring to deal with the enemy. This willingness to take personal risks and reject populism for principled progress is a hallmark of changemakers who shape history. However, both leaders also never lost sight of the idealistic vision that real progress requires or the belief that historic enemies can in fact identify some shared interests. Change Balances Pragmatism and Idealism.

“Change leadership is exemplified by finding a delicate balance between pragmatism and idealism to work towards a shared goal”

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

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Change Relies on Human Ingenuity
Thinkers360
December 01, 2023

On this day, December 1, 1990, workers from England and France drilled through the final wall of rock to join the two halves of the service tunnel, linking Britain to mainland Europe. The momentous breakthrough connected the UK to Europe for the first time since the Ice Age, about 8,000 years ago. This watershed infrastructure milestone exemplified the immense effort, vision, and long-term payoff required to achieve what was once seen as unfathomable progress. Digging began on both sides in 1987-88, was completed in 1991, and was officially opened in May 1994. At 37.9 kilometres, it has the longest underwater section of any tunnel in the world and is the third longest railway tunnel. The tunnel runs between Folkestone, England, and near Calais, France, and is used for both freight and passenger traffic. There are three tunnels: two for rail traffic and a central tunnel for services and security.  The journey from Folkestone to Calais via the ‘LeShuttle’ takes approximately 35 minutes, whereas a ferry typically requires around 90 minutes.

During her inauguration speech at the Folkestone terminal in May 1994, Queen Elizabeth II subtly alluded to the challenges that affected the tunnel, stating, “Enterprises of this scale and scope have always shared an element of the unpredictable.” The Channel Tunnel opened a year late, nearly cost twice the original estimated £5.5 budget, and made a first-year operational loss of £925 million. However, the significance of this achievement cannot be overstated; it symbolises more than just a physical tunnel. It acts as a testament to the power of determination and overcoming seemingly insurmountable challenges. The Channel Tunnel stands as an exemplar of transformative execution, achieved through human ingenuity, collaboration, unwavering commitment to purpose, and patient capital that is willing to postpone immediate returns for future generations. Change Relies on Human Ingenuity. 

“Change or transformation relies on human ingenuity and collective collaboration unified through a compelling vision that uplifts people beyond technical challenges”

Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values, and beliefs. The first tactic in the Plan phase is to develop a change vision. It must inspire the employees and be aligned with 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 the leaders 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.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Leadership, Change Management, Business Strategy

Friday’s Change Reflection Quote - Leadership of Change - Legacies Linger from Leadership Distrust
Thinkers360
November 26, 2023

Lee Harvey Oswald.

Happy Friday!

On this day, November 24, 1963, Lee Harvey Oswald, President Kennedy’s ‘assassin’, was shot and murdered on live TV while being escorted by police after the assassination only a few days earlier. Oswald was shot by a distraught Dallas nightclub owner, Jack Ruby, who was tried, found guilty of murder, and sentenced to death. This compounded the shock and tragedy of President Kennedy’s death, further rattling the public and underscoring the chaotic, disjointed state of affairs in the wake of the Dallas shooting. Oswald’s murder robbed investigators of the chance to deeply question him and potentially uncover co-conspirators in a complex, multifaceted plot. Oswald also killed police prior to his arrest; he was a former U.S. Marine who had embraced Marxism and defected for a time to the Soviet Union. Oswald’s shocking public murder only intensified the already swirling speculation, controversy, and division surrounding Kenney’s assassination.

Two days earlier, after being arrested and escorted by police officers, Oswald told waiting reporters, “I didn’t shoot anybody, . . I’m just a patsy.” Five days after Oswald’s assassination, President Johnson formed the Warren Commission, led by Chief Justice Earl Warren, to investigate President Kennedy’s death. The commission determined that Oswald acted alone and criticised the Secret Service for inadequate preparations and protection during JFK’s visit to Dallas. Sixty years later, the majority of Americans believe the assassination of President Kennedy was a conspiracy. Many believe the Warren Commission began with a conclusion and then worked to ensure that the available facts fit the pre-ordained determination. The use of selective testimony, missed evidence, and a rush to assure the public that Oswald was the lone gunman have failed. Legacies Linger from Leadership Distrust.

“Legacies linger from leadership distrust, causing scepticism and cynicism. It can have a profound impact on the leader and institution’s credibility, hindering future progress and cooperation”

Leadership credibility is about trust, respect, and being believable, and this is especially important for leaders of change. Credibility is evident when employees believe what their leaders say and do. There is no inconsistency; there are no gaps. With this come followers who trust, respect, and believe in the change. Credibility is the foundation of leadership, and employees, more than anything, want to follow leaders who are credible. It is a defining trait of leadership; it requires constant self-reflection and self-awareness. Credibility starts by building positive relationships with the impacted employees and stakeholders early in the change journey. If the change leader does not have credibility, it is unlikely (no matter how well or often they model the new skills and behaviours) that employees will either follow or emulate them.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Leadership, Change Management, Business Strategy

Friday’s Change Reflection Quote - Leadership of Change - Trust Is the Foundation of Effective Leadership
Thinkers360
November 19, 2023

President Richard Nixon.

Happy Friday!

On this day, November 17, 1973, a pivotal moment unfolded in American history as President Richard Nixon uttered the now-infamous words, “I’m not a crook,” during a televised press conference. This statement marked a critical juncture in the Watergate scandal, a series of events that would ultimately reshape the political landscape and redefine public trust in the highest echelons of government. President Nixon’s declaration was made in response to allegations surrounding the break-in at the Democratic National Committee headquarters in the Watergate complex. The Watergate scandal stands as a watershed moment in American politics, representing a seismic shift in public perception of presidential authority and ethical conduct. Nixon later resigned on August 8, 1974, when it became evident that he no longer had a strong enough political base in Congress to justify continuing. He was the 37th president in his second term and the only president to resign from office.

A few years after resigning, Nixon gave an interview to a British talk-show host, which was watched by 45 million viewers. “Yep, I let the American people down and have to carry that burden with me for the rest of my life.” While President Nixon may not have been directly involved in the Watergate break-in, he did take aggressive steps to cover up the crimes committed and used government agencies to obstruct the investigation and impede the truth. In the world of business and organisational leadership, the lessons from the Watergate scandal are equally relevant. Just as leaders in the political realm must be accountable to the public, business leaders must be accountable to their stakeholders, employees, and customers. Trust is the cornerstone of effective leadership, and once it is compromised, rebuilding it becomes an arduous task. Trust Is the Foundation of Effective Leadership.

“Trust is the foundation of effective leadership. Transparency and honesty must be non-negotiable, unethical actions may achieve short-term gains but destroy legitimacy and support long-term”

To be an effective change agent and influence employees within the organisation, they must become trusted advisers. Trust is an important factor of influence, and without it, you will neither change people nor be able to sell change to the organisation. When the change agents introduce themselves, employees will ask themselves one key question: “Can I trust you?

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Behaviour: Leadership of Change Volume 6

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Leadership, Change Management, Business Strategy

Friday’s Change Reflection Quote - Leadership of Change - Leaders Balance Ambition and Empathy
Thinkers360
November 10, 2023

Andrew Carnegie.

Happy Friday!

On this day, November 10, 1911, Andrew Carnegie formed the Carnegie Corporation to promote scholarly and charitable works, establishing one of the most influential philanthropic foundations that would fund major advancements over the next century. The Corporation reflected Carnegie’s deep conviction that private wealth should fund public good to uplift society. Its founding occurred just before Carnegie sold his industrial empire to J.P. Morgan for $480 million, making him the world’s richest man. Carnegie was born in Dunfermline, Scotland, and emigrated to Pittsburgh, United States, with his parents in 1848 at the age of 12. He died on August 11, 1919, aged 84. While later known for his philanthropy, he led the enormous expansion of the American steel industry in the late 19th century, but his early business practices were notoriously ruthless. Carnegie built his steel empire through unethical means, colluding to fix prices, busting unions, subjecting workers to low wages and harsh conditions. This profit-above-all approach caused substantial pain and immense human suffering.

Andrew Carnegie told us, “To die rich is to die disgraced,” and this underscored his transition from an industrial giant to a dedicated philanthropist. His focus shifted from steel to endowing libraries, educational institutions, and peace initiatives. Carnegie’s win-at-all-costs ambition exemplifies the grave risks of pursuing goals without a moral compass anchored in compassion. Carnegie’s monopolistic tactics also demonstrate the temptation for leaders to take unethical shortcuts that undermine systems and human welfare. He inflicted real hardship on working class families through his greed. Lasting positive change comes through integrity and a fair process, not cheating. Leaders Balance Ambition and Empathy.

Leaders balance ambition and empathy. They value and protect fellow humans, and know purpose is more important than profit. Leaders that don’t, may get the chance to atone but never repair”

Empathy is the ability to share an employee’s feelings or experiences by imagining what it would be like to be in that employee’s situation. The change leader’s ability to sense an employee’s emotions about their new workload, new skills, and behaviours and how the change is impacting them personally will make a big difference in how the employee embraces the change. Empathetic change leaders will have awareness and understanding of how the employee is feeling as they move through the change transition. This trait is extremely important as everyone reacts differently to change and when livelihoods are threatened some employees can become very anxious.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Economic Change Has Many Elements
Thinkers360
November 03, 2023

First North Sea Oil.

Happy Friday!

On this day, November 3, 1975, North Sea oil began to flow after Queen Elizabeth II formally began the operation of the UK’s first oil pipeline at a ceremony in Scotland. The event would change the nation’s landscape and economy for many decades. It was a day of great importance and anticipation, marking the start of a new era for the United Kingdom. The Queen presided over the momentous occasion, formally inaugurating the operation in a grand ceremony by pushing a gold-plated button in BP’s control centre at Dyce near Aberdeen. The 130-mile pipeline from Cruden Bay to Grangemouth, England, was built by BP serving the Forties oilfield 110 miles east of Aberdeen. The impact of North Sea oil on the UK’s economy has been profound. It created thousands of jobs, stimulating economic growth in regions close to oil fields. The revenue generated from oil exports provided a much-needed boost to the country’s coffers, enabling investment in education, healthcare, and infrastructure.

At the ceremony, the Queen informed the guests that the event marked a crucial milestone in Britain’s energy resource development, stating, “Upon which our life as an industrial nation must depend.” The development of North Sea oil in the 1970s was driven by a combination of factors and success elements. As with most successful change, it starts with a clear vision, in this case, a vision for desired economic outcomes. It also requires detailed planning, stakeholder communication, collaboration, innovation, adaptability, and sustainability. It means learning from past economic experiences and lessons to avoid repeating mistakes. However, one of the most important elements is effective stakeholder engagement and communication to ensure implementation is not stopped due to change resistance. Positive Economic Change Has Many Elements.

“Positive economic change has many elements. These include vision, planning, stakeholder communication, collaboration, innovation, adaptability, sustainability, and learning from history”

No matter how good the change team is, how hard you work, or how important the change programme may be to the organisation, without good stakeholder engagement, you will hit major barriers. Stakeholders can be defined as any group or individual who can affect or is affected by the achievement of the organisation’s objectives. Detailed stakeholder analysis and mapping are critical to ensuring the change team understands and manages resistance throughout the change programme.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Handbook - Leadership of Change Volume 3

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Leadership, Change Management, Business Strategy

Friday’s Change Reflection Quote - Leadership of Change - Humanity Matters Most During Change
Thinkers360
October 27, 2023

Cuban Missile Crisis.

Happy Friday!

On this day, October 27, 1962, the Cuban Missile Crisis ended when Soviet leader Nikita Khrushchev agreed to remove nuclear missiles from Cuba, concluding 13 perilous days that had pushed the world to the brink of nuclear war. President J. F Kennedy, in turn, agreed to remove U.S. missiles from Turkey. This tense superpower standoff underscores the immense responsibility leaders hold for averting catastrophe through reason and resolve. They faced tremendous pressure from their respective advisors to take aggressive and potentially disastrous actions. But both leaders humanely stepped back from the brink thanks to disciplined statecraft and chose diplomacy and restraint over escalation. They communicated directly, defusing the situation and ultimately agreeing to withdraw missiles. Kennedy displayed skills vital for de-escalation, resisting pressure from military advisors to react forcibly. Instead, he sought diplomatic solutions, authorising a naval blockade to prevent further Soviet missile shipments while negotiating privately with Khrushchev. Critically, Kennedy recognised the importance of giving Khrushchev room to change course without humiliation.

Seven days earlier, Kennedy spoke on national TV and gave one of the most important speeches in history. He told Americans (and the world) that the United States had discovered that the Soviet Union was secretly installing nuclear-tipped missiles in Cuba. He finished the 18-minute speech, “Our goal is not the victory of might but the vindication of right, not peace at the expense of freedom, but both peace and freedom, here in this hemisphere and, we hope, around the world.” While Kennedy was a superb public speaker, he also surrounded himself with great advisors. Ambassador Adlai E. Stevenson, among them, sent Kennedy a handwritten note that embodies their shared commitment: “Blackmail and intimidation never; negotiation and sanity always.” Change leaders can leverage much learning from this when facing organisational change resistance. Humanity Matters Most During Change.

“During times of change resistance or conflict, don’t act rashly but instead lead with empathy and perspective, keeping communication channels open. Remember that shared humanity matters most”

One of the most baffling problems that C-suites and leadership teams face is employee resistance to change. For them the change is not optional, the organisation has to implement the change to remain competitive, profitable or to even survive. “Why do our employees not understand this?”, they ask. Simply put, whether the change is good or bad for the organisation there will be change resistance. Organisational leaders cannot control the world changing around them, but they should try to understand and manage their employee’s change resistance.

Resistance can take many forms. It can be overt or covert, it could be direct defiance or affect the whole organisation, just some departments or individual employees. However, organisations and change teams should expect the greatest resistance from those with the most to lose. The sponsor and change team should be prepared for change resistance and the impact and challenge it brings to change implementation, adoption, and benefits delivery.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Handbook - Leadership of Change Volume 3

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Change Leaders Avoid Hubris and Nemesis
Thinkers360
October 20, 2023

Shortest-Serving UK Prime Minister

Happy Friday!

On this day, October 20, 2022, the Prime Minister (PM) of the United Kingdom, Liz Truss, resigned after just 44 days in office, the shortest tenure of any British premier in history. Appointed on September 6, Truss’ brief premiership was marked by economic turmoil and internal party revolt after proposing controversial tax cuts that roiled financial markets. On her first day, Truss announced a new Chancellor and sacked the most senior civil servant in the Treasury. A mini budget unveiled on September 26 featured £45bn of unfunded tax cuts, which triggered days of chaos in the markets, sending the pound plunging to a record low and forced an unprecedented £65bn intervention by the Bank of England. Apparently, the PM and Chancellor rejected the opportunity to receive an assessment of the budget proposal by the OBR (Office for Budget Responsibility). Liz Truss performed U-turns before and after she sacked the Chancellor on October 14, 2022, but the damage was done.

On the day before Liz Truss resigned at PM’s Questions on October 19, she told us, “I am a fighter and not a quitter. I have acted in the national interest to make sure that we have economic stability.” Change leaders should be aware of the potential impact of their decisions, considering the short-term and long-term consequences for stakeholders and their organisation. They should be aware of their own strengths and weaknesses, acknowledging when they may require additional expertise or support in certain areas. New leaders should build a diverse team of trusted advisors and maintain an openness to learning as they transition into their role. They openly and actively seek feedback from their wider team members, stakeholders, and experts to gain valuable insights, identify blind spots, and make informed decisions. While confidence is important for leading change, leaders should also demonstrate humility, recognising that they do not have all the solutions. Change Leaders Avoid Hubris and Nemesis.

“Change leaders actively avoid hubris and the subsequent nemesis. They are self-aware, surround themselves with a diverse team, embrace a learning mindset, and seek external input and feedback, while balancing confidence with humility”

Humility is the quality of recognising that you do not have all the solutions, you are not perfect. Socrates argued that humility is the greatest of all virtues. Humble change leaders focus on employee change adoption and getting them to perform in the new way of working. They will quickly share the credit for change success and just as quickly admit their own shortcomings. They show they can be vulnerable and will be open to listening to the employees for their ideas on how the change can be improved. Humble change leaders also build higher rates of employee engagement, face less resistance, and get better employee change adoption rates. Change leaders who exhibit humility are more relatable, approachable, and thus make great role models during change.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

 

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Moral Leadership Embedded in Business
Thinkers360
October 13, 2023

Volkswagen Emissions Scandal.

Happy Friday!

On this day, October 13, 2015, the Volkswagen Group announced €1bn (£750m) of spending cuts at its core VW division to help pay for a product overhaul following the emissions testing scandal that rocked Europe’s biggest carmaker. Earlier in September, the United States Environmental Protection Agency (EPA) issued a Notice of Violation to Volkswagen after determining that the company had manufactured and installed software known as “defeat devices”. These devices enabled them to cheat emissions tests by adjusting engine performance to meet EPA standards during testing but emitting higher levels of pollutants during regular driving. These heavier nitrogen-oxide emissions (NOx), a smog-forming pollutant are linked to lung cancer and up to 40 times higher than the federal limit. In the test mode, the cars were fully compliant with all federal emissions levels, but when driving normally, the computer switched to a separate mode, significantly changing the fuel pressure, injection timing, exhaust-gas recirculation, etc. Volkswagen was accused of intentionally installing software to evade emissions testing on 11 million diesel cars worldwide. It reflected problematic aspects of Volkswagen’s culture that prized profits and expediency over integrity.

CEO Martin Winterkorn resigned on September 23, 2015. He told us he was shocked by the events of the previous days, “Above all, I am stunned that misconduct on such a scale was possible in the Volkswagen group. As CEO, I accept responsibility for the irregularities.” He continued, “I am doing this in the interests of the company, even though I am not aware of any wrongdoing on my part.” Former executives described Winterkorn as a demanding boss who abhorred failure, his management style was authoritarian, and he intended to foster a climate of fear. Winterkorn also set ambitious goals for public growth, which included becoming the world’s largest carmaker. However, the likely consequences of this leadership style and behaviour typically create a culture where problems are hidden and people don’t raise issues. While setting aggressive growth targets for the organisation, we must always prioritise ethical business practices and the welfare of our customers and stakeholders. Moral Leadership Embedded in Business.

“Moral leaders set and guide themselves with strong values and ethics. They create a healthier workplace culture and environment for change”

There is much research to indicate that organisational leaders who value morality outperform their unethical peers. While most employees believe moral leadership delivers better business results and more successful change, few believe that leaders demonstrate these qualities consistently. We are all too aware of organisations with low morality and the damage inflicted on society; they may even have suffered financially as a result. Moral leaders set and guide themselves with strong values and ethics. They create a healthier workplace culture and environment for change. Moral leaders excel at setting high standards and modelling the new skills and behaviours to enable employee change adoption.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Friday’s Change Reflection Quote - Leadership of Change - Change Leaders Connect Vision to Purpose
Thinkers360
October 06, 2023

First Human-Powered Circumnavigation of the Globe.

Happy Friday!

On this day, October 6, 2007, Jason Lewis arrived back in London to complete the first human-powered circumnavigation of the globe. The journey took thirteen years of pedalling, walking, rollerblading, and kayaking 46,505 miles across 37 countries using no wind or motorised transportation of any kind. The primary aim was to champion climate-friendly travel and demonstrate what is possible without burning fossil fuels. Other records include the first crossing of the Atlantic Ocean from mainland Europe to North America by human power in 1995, the first crossing of North America on inline skates in 1996, and the first crossing of the Pacific Ocean by pedal power in 2000.These extraordinary feats of endurance and determination serve as a powerful reminder of the indomitable spirit of human beings and the incredible potential within each of us. Jason Lewis’ name is etched into the Guinness Book of World Records.

When asked during a BBC Travel interview, “Why did you agree to do this?” Jason Lewis told us, “My main motivation was somewhat selfish, I wanted to see what I could learn about myself.” Undertaking a global expedition, dependent solely on the strength of your mind, body, and spirit, poses the ultimate challenge. Lewis is a pioneer who champions carbon-neutral travel, and many dismissed his plans as impossible. However, he had a bold and audacious vision with a higher purpose that fuelled resilience when personal drive wavered. His well-planned navigation faced numerous breakdowns and delays, but he leveraged creativity and innovation to overcome these obstacles. Change Leaders Connect Vision to Purpose.

“Leaders of change achieve because they connect their vision to a greater purpose. They plan, but they have laser discipline, commitment, resilience, and perseverance. They never give up”

Organisational change leadership starts with crafting a compelling change vision. It provides direction and clarity amidst the complexities of change. It goes beyond mere strategic objectives and taps into the deeper purpose and values of the organisation. A purpose-driven change vision can help to transcend the superficial desire to change for the sake of change. This vision acts as a catalyst, inspiring individuals within the organisation to connect with a higher sense of meaning and contribute towards a common goal. When the vision resonates with the fundamental values and aspirations of the organisation, it becomes a powerful tool for engaging employees and stakeholders. It creates a sense of shared purpose and cultivates a culture of commitment and dedication towards achieving the desired change.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Leadership, Change Management, Business Strategy

Friday’s Change Reflection Quote - Leadership of Change - Change Leaders Intervene to Enforce Standards
Thinkers360
September 29, 2023

The Metropolitan Police Act of 1829

Happy Friday!

On this day, September 29, 1829, the first units of the London Metropolitan Police appeared on the streets of the British capital, the city’s first modern police force. This pivotal event marked a major change in public safety and order in London’s swiftly growing urban landscape. The Metropolitan Police Act established a unified, centralised agency with jurisdiction over Greater London, accountable to the Home Secretary. With approximately 1,000 constables, the force provided a cohesive law enforcement structure for the city’s rapidly growing population of 1.5 million residents. The legislation underpinning the Metropolitan Police arose from an urgent need to professionalise law and order as London expanded. But instituting this major change required navigating significant resistance from citizens fearful of government overreach. With time and measured reforms, the force gradually achieved greater public trust through disciplined conduct. They embraced Sir Robert Peel’s pioneering principles of ethical policing, which focused on crime prevention over repression.

Sir Robert Peel established the London Metropolitan Police in 1829 on three core ideas and nine policing principles. These principles emphasise community collaboration, law enforcement by consent, and the importance of preventing crime rather than relying on physical force. However, a recent series of scandals has hit the UK’s biggest police force, including the kidnapping and murder of a 33-year-old woman in south London by a serving police officer. Two years later, in March 2023, Baroness Casey published her independent review of the standards of behaviour and internal culture of the Metropolitan Police. The report found that “Racist, misogynist, homophobic and other discriminatory acts were tolerated, ignored, or dismissed as ‘banter’” and “More robust and strategic oversight, based on support, challenge and mutual respect for their respective roles, is needed.” Leaders must absolutely adhere to professional standards, but more importantly they must actively intervene and challenge the wrong behaviour. Change Leaders Intervene to Enforce Standards.

“When the leaders of change ignore a negative behaviour, they set a new standard”

No matter how well the change has been implemented in the organisation, it is unlikely that everyone will adopt the change right away. Full change adoption success will require intervention from leaders to ensure sustainable change. This task cannot be done by just the change team and the sponsor. The leader must also do this as part of their daily tasks. The third responsibility for the change leadership team in fully implementing their organisation’s change is ‘INTERVENE to ensure sustainable change’. Once the leader’s change vision has been implemented, it is about making it sustainable and normal day-to-day operations. It is important that the leadership team effectively and proactively intervene to reinforce the change.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Further Reading: Change Management Leadership: Leadership of Change Volume 4

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's 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

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 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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 D - Change Management Gamification - Sponsorship

~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

See blog

Tags: Business Strategy, Change Management, Leadership

Opportunities

1 Business
Workshop: Leadership of Change - Change Management Gamification Leadership

Location: At client site    Date Available: April 12th, 2021     Fees: Per request

Submission Date: May 23rd, 2020     Service Type: Service Offered


Leadership of Change® - Change Management Gamification
We use gamification so that your leadership and employees can learn, test and prepare for your organisational change.
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Change Management Gamification

Change Management Gamification is a growing trend which helps to engage your employees by using gaming methods. We define gamification as a set of activities and processes to solve change management implementation challenges by applying the characteristics of game elements. We use gamification so that your employees can learn, test and prepare for your organisational change.


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.

Change Management Gamification - Leadership

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 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 mangement 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.

https://www.peterfgallagher.com/change-management-gamification

Respond to this opportunity

1 Keynote
New Leadership of Change Keynote: Three Key Change Leadership Responsibilities

Location: Edinburgh    Date Available: April 11th, 2021     Fees: 95000

Submission Date: May 23rd, 2020     Service Type: Service Offered

Three Key Responsibilities for Organisational Leaders? when implementing organisational change.

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

"I have yet to encounter a successful change implementation, without an effective and proactive sponsor backed by an aligned leadership team with change leadership skills and knowledge"

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

About this Keynote:

In this keynote Peter speaks about the three key responsibilities that all organisational leaders shop emulate when their organisations are implementing change. The keynote is based on Peter's book:


Change Management Leadership - Leadership of Change Volume 4

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®).

www.peterfgallagher.com/speakerservice

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