Peter F Gallagher

Fellow Chartered Manager (CMgr FCMI)
Chartered Manager Institute
May 06, 2016

Certification: P04432561
http://www.managers.org.uk/individuals/become-a-member/get-chartered

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.

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

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.

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.

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.

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.

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.

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.

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/

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

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

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

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!

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”

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”

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.

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.

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.

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

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

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.

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

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

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!

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!

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.

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

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

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.

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.

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.

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

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"

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”

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.

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.

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.

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.

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

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.

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

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.

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.

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).

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.

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

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

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

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

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

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.

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

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.

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"

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.

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.

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.

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.

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.

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

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

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

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

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

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.

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).

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

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

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

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

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

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

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’

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

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

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.

Is your organization in need of transition? Well...
LinkedIn
October 06, 2022

Interview with H.E. Amb. Terry Earthwind Nichols

Peter F Gallagher #whatareyoudoing ?

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

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.

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

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

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

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

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

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.

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.

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
See publication

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

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

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

Project Management Institute, Inc Membership
PMI
January 20, 2019

Membership
PMI ID: 3308853
20 January 2019 for one year

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

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

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

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
See publication

Tags: Business Strategy, Change Management, Leadership

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..

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

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

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)

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.

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.

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'.

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/

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

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

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/

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."

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.

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

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

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

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

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

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

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"

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

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

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.

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

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

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

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

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

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

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….

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

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”

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

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

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

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

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

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.

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.

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

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

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

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

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

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

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

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

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

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

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)

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)

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)

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)

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

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

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

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

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

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

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

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.

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

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’

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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?"#

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

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.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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.

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

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

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

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

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

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.

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.

Friday’s Change Reflection Quote - Leadership of Change - Reflect, Improve, and Change Everything
Thinkers360
September 22, 2023

Melinda Rose Hathaway

Happy Friday!

On this day, September 22, we celebrate Rose Day - Welfare of Cancer Patients. This special day carries powerful symbolism in representing compassion, hope, and solidarity for those impacted by cancer. Dedicated to individuals suffering from cancer across the globe, the day is observed in remembrance of 12-year-old cancer patient Melinda Rose Hathaway from Canada, who died from the disease. The rose has long been associated with love and positivity. On Rose Day, it becomes an uplifting emblem, demonstrating support and commitment to honour those courageously battling cancer. The simple yet meaningful act of gifting roses helps create community, reduce stigma, and remind patients they are not alone in their journey.

According to Melinda Rose’s parents, she often used the words, “Life is so much better when you concentrate on the things that you can do and on the things that you do have, instead of sulking and worrying about the things that you can’t do or that you can’t have.” Melinda Rose was twelve years old when she was diagnosed with Askin’s tumour, which is a rare form of blood cancer on February 14, 1994. The doctors said her chance of survival for anything more than one or two weeks was remote. However, she fought on until September 15th, 1996, when the cancer finally overwhelmed her. During this period, she devoted her existence to spreading joy and optimism among the cancer patients in her vicinity and insisted on going to school when able. Despite her tender age of 12, her change leadership, unwavering bravery, and determination served as an inspiring beacon for fellow individuals battling cancer. Improve and Change Everything.

“Reflect, improve, and change everything. Go through life never judging, never criticising and when a friend asks you for help, you ask how. Live with purpose.”

As we reflect on this important day, we are reminded of the profound impact that cancer has on individuals and their loved ones. Cancer, often labelled as the formidable ‘C’, is now being viewed differently by experts due to the advancements in treatments that have significantly improved recovery rates and the overall quality of life for patients. Media coverage of cancer plays a crucial role in shaping public perceptions and raising awareness about the disease. However, it is important to strike a balance between destigmatizing and desensitising the general public to cancer-related issues while also offering solace, hope, and potentially valuable advice to patients and survivors. As some types of cancer evolve into chronic, lifelong conditions, it is crucial for us to fundamentally change our perception of the disease and survivorship.

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

 

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

Friday’s Change Reflection Quote - Leadership of Change - Change Leaders Must Notice Anomalies
Thinkers360
September 15, 2023

Friday’s Change Reflection Quote - Leadership of Change - Leaders Should Pursue Change Excellence
Thinkers360
September 08, 2023

Happy Friday!

On this day, September 8, 1504, Michelangelo’s masterpiece, David, was unveiled in the magnificent Piazza della Signoria in the heart of Florence. Even after 500 years, the statue’s form and symbolism continue to inspire viewers worldwide, solidifying its place among the most revered timeless masterpieces and replicated artworks. The immaculate creation, a five-metre and seventeen-cm marble sculpture, transcends mere stone and chisel; it embodies the essence of human potential, resilience, and the pursuit of excellence. David’s intricate details, from the rippling muscles to the intense gaze, capture the essence of human anatomy. Michelangelo’s unmatched skill and mastery of his craft are showcased through the sculpture’s impeccable proportions, harmonious balance, and meticulous craftsmanship. He was a painter, sculptor, architect, and poet, and he was only 26 when he began this work. Michelangelo’s David remains an enduring testament to the artist’s genius and his ability to breathe life into stone. Its impact can be felt not only in the world of art but also in the hearts and minds of those who encounter it.

Michelangelo told us, “The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.” To Michelangelo, the pursuit of excellence was not a trivial matter, and the creation of David holds a deeper meaning. Just as Michelangelo transformed a raw block of marble into a masterpiece, we can also harness our inner potential to sculpt masterpieces in our lives and organisations in the face of change. Change leaders can either aim to implement successful, sustainable organisational change or fall short and play out the change management charade. Leaders Should Pursue Change Excellence.

“Organisational change is a journey. Change leadership requires patience, continuous improvement, commitment to incremental progress, but above all, it is about aiming for excellence”

Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way, and intervening to ensure sustainable change. It means not being involved in the change management charade, an absurd pretence intended to create a pleasant or respectable appearance of change. Leaders cannot continue to focus on normal day-to-day operations devoid of executing their change leadership responsibilities. It is not a one-time event but rather a process that requires time, effort, and adaptability. Change leadership requires patience, continuous improvement, commitment to incremental progress, but above all, it is about aiming for excellence.

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

Friday’s Change Reflection Quote - Leadership of Change - Share Resources During Change
Thinkers360
September 01, 2023

Korean Airlines Flight 007 - Confirmation Bias

Happy Friday!

On this day, September 1, 1983, Korean Airlines (KAL) flight 007 jetliner strayed into Soviet airspace, was intercepted, and shot down by Soviet jet fighters, killing 269 passengers and crew members. The majority of those who perished were of Korean and American descent. President Ronald Reagan called the incident a “massacre,” and it further degraded U.S.-Soviet relations. After refuelling at Anchorage International Airport in Anchorage, Alaska, the B747 departed for Seoul, but was an estimated 100 miles from its scheduled path and entered Soviet airspace. If the Soviets’ had applied the international standards for intercepting a passenger airline, their attempts to identify the aircraft were grossly inadequate. However, the crew failed to comply with all the rules and procedures for the performance of the fight prescribed by the airline’s instructions, including those in the event of possible abnormalities in the operation of the equipment. The pilots were either unaware that they were on autopilot or didn’t programme the route in the flight plan, which included ten different waypoints. Either way, their flight path breached Soviet airspace at least twice. They also missed many other abnormalities, which would have highlighted that they were not on the designated flight path.

The International Civil Aviation Organisation (ICAO) said pilot error contributed to the disaster, even though they were both experienced. In the case of Flight 007, the pilots’ initial belief that they were on the correct flight path led them to dismiss or overlook numerous crucial indicators that suggested otherwise. Confirmation bias occurs when individuals seek or interpret information in a way that confirms their pre-existing beliefs or hypotheses while disregarding contradictory evidence. Confirmation bias occurs when organisational leaders focus on normal day-to-day operations without sharing quality resources with the change team and ignore slow change progress. Share Resources During Change.

“Articulating a change vision without the provision of competent resources is just a charade”

The first step for the leadership team in implementing their organisation’s change is to ‘Articulate the change vision’. An enabler of realising the change vision will be resourcing the change with competent staff. The leadership team cannot think of articulating a change vision without the provision of competent resources, and to do so would be an illusion. Managed change must consider where the change resources are going to come from while normal day-to-day operations continue.

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

Friday’s Change Reflection Quote - Leadership of Change - Dare We Challenge the Change Charade?
Thinkers360
August 25, 2023

Galileo Galilei

Happy Friday!

On this day, August 25, 1609, Galileo Galilei demonstrated his first telescope to Venetian lawmakers, which laid the foundation for today’s modern space probes and telescopes. Galileo’s discoveries about the Moon, Jupiter’s moons, Venus, and sunspots supported the idea that the Sun, not the Earth, was the centre of the universe. His defiance of the conventional celestial model proposed by Aristotle was a pivotal moment in the history of science and human intellectual progress. Aristotle’s geocentric model, which positioned the Earth at the centre of the universe with celestial bodies moving in perfect circular orbits around it, was deeply ingrained in the philosophical and religious beliefs of the time. Galileo’s empirical observations and experimentation not only shattered the hegemony of ancient thought but also ignited a revolution in scientific thinking. Galileo’s approach marked a departure from relying solely on ancient authorities and what we now recognise as the scientific method. Instead, he championed the idea of using empirical evidence to test hypotheses and theories.

Galileo Galilei told us, “All truths are easy to understand once they are discovered; the point is to discover them.” His intellectual audacity speaks to the essence of change leadership being unafraid to question the status quo, challenge prevailing assumptions, and pave the way for new perspectives. Galileo’s insistence on empirical evidence over convention exemplifies his willingness to challenge prevailing norms, a quality essential for effective change leadership. As we navigate the complexities of organisational change, let us draw inspiration from Galileo’s legacy, remembering that by challenging existing norms, we can uncover the truths that lead to progress. We must challenge the hegemony of current popular organisational change management implementation approaches. Dare We Challenge the Change Charade?

“Leaders continue the organisational change management charade when all empirical evidence indicates continued failure”

The leadership team’s role in organisational change management is pivotal, as they set the tone and direction for the entire change process. Their ability to develop change leadership skills and effectively lead change initiatives can determine the success or failure of those initiatives. To avoid these pitfalls, it’s essential for the leadership team to invest in developing change leadership skills and knowledge. This includes learning a suitable change management framework to implement organisational change and their three change leadership responsibilities that must be executed effectively and proactively. With strong change leadership capability, the organisation can implement accelerated change, embrace and leverage technology, and continue to deliver revenue to shareholders. Successful change will ensure an ROI, employee change adoption, and it will be sustainable. More importantly, your organisation will not only survive, but it will stay ahead of the competition.

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

Friday’s Change Reflection Quote - Leadership of Change - Leaders Treat Everyone as an Equal
Thinkers360
August 18, 2023

James Meredith

Happy Friday!

On this day, August 18, 1963, James Meredith became the first African American to graduate from the University of Mississippi with a degree in Political Science. His repeated applications were denied solely on the basis of his race. State officials initially refused a U.S. Supreme Court order to integrate the school and blocked Meredith’s entrance. However, Meredith, an Air Force veteran, was admitted to the university under the protection of federal marshals following large campus riots that left two people dead. His graduation shattered barriers that had long denied black individuals access to higher education, symbolising a pivotal moment in the ongoing fight against racial segregation and discrimination. Meredith’s determination and courage in the face of violent opposition paved the way for greater inclusivity and diversity within academia.

James Meredith told us, “My answer to the racial problem in America is to not deal with it at all. The founding fathers dealt with it when they made the Constitution.” Previously, on September 30, 1962, Meredith attempted to enrol at the University of Mississippi, but his presence sparked protests and riots among white supremacists and segregationists. U.S. Attorney General Robert F. Kennedy intervened and called in federal protection so that Meredith could register for class protected by a convoy of Federal Marshals. While he got settled in one of the school dorms, more than 2,500 angry students and outside agitators gathered around the main campus building. Later that night, John F. Kennedy went on national television to announce what had been achieved. He told the nation, “If this country should ever reach the point where any man or group of men by force or threat of force could long defy the commands of our court and our Constitution, then no law would stand free from doubt, no judge would be sure of his writ, and no citizen would be safe from his neighbors.” Leaders Treat Everyone as an Equal.

“Change leaders treat everyone as equals; there can be no exceptions, special circumstances, or convenient oversight”

The third responsibility for the 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

Friday’s Change Reflection Quote - Leadership of Change - Leaders Should Prioritise Self-Care
Thinkers360
August 11, 2023

Robin Williams

Happy Friday!

On this day, August 11, 2014, the world mourned the loss of an exceptional talent and beloved entertainer, Robin Williams, who passed away in his home in Tiburon, California, USA. He left an indelible mark on the world of entertainment, and we lost an incredible genius. Williams, who was known for his unparalleled comedic genius and heart-touching performances, he had the ability to transform himself into a multitude of characters, each requiring a shift in mindset, behaviour, and approach. His ability to evoke laughter and evoke tears epitomised the power of his emotional intelligence and authenticity. However, beyond the laughter and applause, Williams had many struggles with drugs, drink, and depression, which he sometimes talked about. He was diagnosed with Parkinson’s in May 2013, and an autopsy revealed that Williams had diffuse Lewy body dementia (LBD). LBD is a disease associated with abnormal deposits of a protein called alpha-synuclein in the brain. These deposits, called Lewy bodies, affect chemicals in the brain whose changes can lead to problems with thinking, movement, behaviour, and mood. This may have contributed to Williams’ depression and suicide.

Robin Williams told us, “All it takes is a beautiful fake smile to hide an injured soul and they will never notice how broken you really are.” A man who made us forget our troubles for a short time when he was on the comedy stage, acting or being interviewed, was hiding his own demons, depressions, and internal sadness. The phrase “beautiful fake smile” encapsulates the poignant notion that appearances can be deceiving. It’s a call to action to pay attention to the people around us, to listen, and offer support without assumptions. In an era where vulnerability is championed, his story underscores the necessity of creating work environments where employees can openly discuss mental health challenges without fear of stigma. Leaders Should Prioritise Self-Care.

“Leaders should prioritise their own mindfulness, creating a culture of well-being in their organisation to ensure they can effectively lead and support their teams”

Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way, and intervening to ensure sustainable change. However, these pivotal responsibilities can only be accomplished by leaders who place a premium on their own mindfulness and prioritise their own self-care. There is now an escalating acknowledgment of the significance of people’s health and state of complete physical, mental, and social well-being. As organisational change and transformation invariably introduce heightened stress, the employee’s health has never been so important.

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

Friday’s Change Reflection Quote - Leadership of Change - Change Success Encompasses Adversity and Resilience
Thinkers360
August 04, 2023

Anne Frank’s Diaries

Happy Friday!

On this day, August 4, 1944, Anne Frank was arrested with her family in the “secret annex” of a house in Amsterdam, Netherlands, where they had hidden for two years. Aged 13, German-born Dutch Jewish national Anne Frank and her family went into hiding in Amsterdam on Monday, July 6, 1942, to escape persecution under Nazi occupation. During their time in hiding, Anne Frank kept a diary, which later became famous as “The Diary of a Young Girl.” The diary provided a poignant account of her experiences and thoughts while living in confinement. Tragically, after their arrest, they were deported to concentration camps. In March 1945, a typhus epidemic spread through the Bergen-Belsen concentration camp and killed approximately 17,000 prisoners. Anne is thought to have died a few days later, aged 15. The camp was liberated weeks later, in mid-April, by British troops. Anne Frank’s diary remains a significant historical document and a powerful reminder of the horrors of war and the importance of tolerance and understanding.

Anne Frank’s diary illustrates how leadership qualities can emerge even in the most challenging of circumstances. She wrote, “I see the world being slowly transformed into a wilderness; I hear the approaching thunder that, one day, will destroy us too. I feel the suffering of millions. And yet, when I look up at the sky, I somehow feel that everything will change for the better, that this cruelty too shall end, that peace and tranquillity will return once more.” Anne Frank’s diaries transcend time, imparting invaluable leadership lessons. They illuminate the path of resilience and courage in the face of adversity. In this era of profound change and revolutionary technological advancements, organisations and their leaders inevitably confront a multitude of adversities. Navigating these challenges demands a high degree of resilience from change leaders, essential for not only survival but also sustainable success. Change Success Encompasses Adversity and Resilience.

“Implementing organisational change is a complex journey filled with adversity and demands unwavering leadership resilience to achieve success”

When undergoing organisational change, numerous challenges and barriers arise that can impede successful implementation. Some specific challenges throughout the change process include:

• Too Many Change Initiatives: Not enough capacity to deliver ongoing and new change programmes.
• Inactive or Invisible Sponsorship: Lack of visible support usually leads to change failure.
• Poor Previous Change History: This increases the likelihood of repeating past mistakes.

 

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

Friday’s Change Reflection Quote - Leadership of Change - Cosmopolitans Respect Difference During Change
Thinkers360
July 28, 2023

2005 End to the Irish Armed Campaign

Happy Friday!

On this day, July 28th, 2005, the IRA declared an end to armed struggle, stating it would pursue its objectives exclusively by peaceful means. The statement was a significant milestone in the Northern Ireland peace process and ended over three decades of conflict known as “The Troubles”. It is estimated that over 3,500 people were killed in the conflict, which included civilians, British and Irish security forces, and members of paramilitary groups. The 2005 “Statement on the Ending of the Armed Campaign” marked a crucial step towards ending the violence and moving towards a more peaceful resolution. The decision to abandon armed struggle came after many years of negotiations and efforts by various parties to bring about a peaceful settlement to the conflict.

Prior to the IRA announcement, many people were involved, for many years, in the peace negotiation process. This list included political and paramilitary leaders, prisoners, Northern Ireland Secretaries, Prime Ministers, Taoiseachs, a US Senator, and US Presidents. However, one man was instrumental in preparing the ground for the 2005 cessation, including the 1994 ceasefire and the 1998 Belfast Agreement, John Hume. Hume was a prominent Northern Irish politician and a vocal advocate for non-violence. He told us, “Difference is of the essence of humanity. Difference is an accident of birth, and it should therefore never be the source of hatred or conflict. The answer to difference is to respect it. Therein lies a most fundamental principle of peace: respect for diversity.” His approach to change focused on dialogue, inclusivity, and reaching out to all parties involved in the conflict. He believed that a lasting resolution could only be achieved through political negotiations and diplomacy, rather than through violence and armed struggle. While implementing organisational change, we could be more successful with increased dialogue, inclusivity, and engaging resistant stakeholders. Cosmopolitans Respect Difference During Change.

“Are we not all cosmopolitan? What we are born into is an accident of birth, respect for difference, growth and learning is who we are”

As leaders of change, we will sometimes encounter challenging stakeholders who have opposing views and will resist change. Recognising and respecting the identities, aspirations, and grievances of these stakeholders is part of organisational change implementation. Being a benevolent leader helps with this process by showing empathy, humility, and respect to all stakeholders.

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

Friday’s Change Reflection Quote - Leadership of Change - Change Starts With Audacious Goals
Thinkers360
July 25, 2023

Apollo 11 Moon Landing

Happy Friday!

On this day, July 21st, 1969, at 02:56 UTC, Commander Neil Armstrong became the first person to step onto the Moon’s surface. The Apollo Lunar Module Eagle landed six hours and 39 minutes earlier and was also carrying Command Module Pilot Michael Collins and Lunar Module Pilot Edwin “Buzz” Aldrin. An estimated 650 million people watched Armstrong’s televised image as history unfolded. Armstrong's first step onto the Moon’s surface was not just a scientific milestone; it was a testament to the human spirit’s boundless potential. From the visionary leadership at NASA to the dedication of countless engineers, scientists, and astronauts, this achievement symbolizes the heights that humanity can reach when we unite in pursuit of a common goal. It was the culmination of years of meticulous planning, countless hours of hard work, and unwavering belief in the pursuit of the seemingly impossible. The moon landing stands as a symbol of what can be accomplished when audacious goals are set.

Armstrong’s words, “One small step for a man, one giant leap for mankind,” are etched in humanity’s collective memory forever more. This was the realisation of an audacious goal set by President John F. Kennedy when he boldly proclaimed in 1961 that the United States would send a man to the Moon and return him safely to Earth before the end of the decade. With the business landscape constantly evolving, driven by technological advancements, changing consumer preferences, and global challenges, organisations and their leaders will have to set audacious change goals over the next decade if they are to be successful or even survive. Leaders of organisations that are not effective and proactive change leaders risk becoming stagnant and outdated. It starts with an audacious change goal but includes a plethora of other integrated delivery enablers. Change Starts With Audacious Goals.

“Behind great change and achievement, you will find proactivity, determination, inspiration, motivation, audacious goals, tenacity, continuous learning, effective project management, communication clarity, collaboration, and teamwork”

Time has run out for organisational leaders who focus on normal day-to-day operations, handing off change management and implementation responsibilities to available employees or consultants. Leading practice organisational change leadership skills and knowledge are significant differentiators for organisations, enabling them to stay ahead of the competition and thrive, not merely survive. Organisational change capability is not a tick-box function or department. Additionally, organisational change cannot be delivered in isolated sticky note workshops. It is imperative that organisations understand that change capability needs to go beyond touchy-feely skills, it involves strategy execution by delivering complex, innovative programmes and projects. It means understanding that leaders of change work in a toxic working environment with narcissistic, powerful leaders who are aggressively averse to change because they have much to lose.

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

Friday’s Change Reflection Quote - Leadership of Change - Change Leaders Embody Ethics
Thinkers360
July 14, 2023

Fannie Mae and Freddie Mac

Happy Friday!

On this day, July 14th, 2008, the US Treasury and Federal Reserve unveiled sweeping steps to possibly bail out the nation’s two largest mortgage lenders, Fannie Mae and Freddie Mac. Treasury Secretary Henry Paulson said that the government would inject billions of federal dollars into the mortgage groups and pledged to buy stakes in the two companies should market conditions worsen. Both companies’ shares had been under increasing pressure and had lost as much as 80% of their value in the previous 12 months. Fannie and Freddie are government-sponsored enterprises (GSEs) that play a significant role in the mortgage market in the United States. Historically, they have been subject to various regulations imposed by the government. One such regulation was the restriction on the purchase of high-risk mortgages, but in the years leading up to the 2008 financial crisis, there was a significant expansion of risky lending practises in the mortgage industry, including the widespread issuance of subprime mortgages, which Fannie Mae and Freddie Mac participated in.

Early in April 2007, Treasury Secretary Henry Paulson stated that “I don't see subprime mortgage market troubles imposing a serious problem. I think it's going to be largely contained.” The 2008 financial crisis that led to the bailout was fuelled by a combination of factors such as subprime mortgage lending, lax regulatory oversight, weak leadership, and flawed risk management practices. Financial institutions and banks were driven by greed as they pursued risky financial practices and engaged in unethical behaviour to maximise their profits. They took advantage of lax regulations and engaged in predatory lending practices, offering subprime mortgages to individuals who were unlikely to be able to repay them. These institutions then packaged these high-risk mortgages into complex financial products and sold them to investors, further fuelling the crisis. Change Leaders Embody Ethics.

“Ethics are a timeless behaviour that all change leaders model”

The change leaders’ second responsibility is to model the new way, especially the new skills and behaviours. They must uphold high standards, even when their peers have different or lower ones. It can be tempting to neglect ethical conduct when no one is watching, succumbing to self-indulgence or greed. Modelling the new way is the one key task leaders of change do not need props for, nor should they delegate this to others.

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

Friday’s Change Reflection Quote - Leadership of Change - Transparency Is Your Leadership Judge
Thinkers360
July 07, 2023

Roswell Incident

Happy Friday!

On this day, July 7th, 1947, Roswell Army Airfield Major Jesse Marcel collected debris from W.W. “Mac” Brazel’s ranch after he contacted the sheriff in Roswell to report the incident. The next day, a press release from the Roswell Army Airfield (RAAF) stated that they had recovered a “flying disc” from a ranch near Roswell. This announcement quickly grabbed public attention and sparked widespread speculation that the object might be an extraterrestrial spacecraft. However, the RAAF quickly changed their statement, claiming that the recovered object was actually a weather balloon, specifically a “Rawin” target device used for atmospheric research. This sudden reversal led to various conspiracy theories suggesting a government cover-up of a crashed alien spacecraft and the recovery of extraterrestrial bodies. Over the years, the Roswell incident has been the subject of intense debate, with believers arguing that the initial press release was true.

In a speech by President Clinton, at City Hall, Belfast, on November 30^th, 1995, he told the crowd, “I got a letter from 13-year-old Ryan from Belfast. Now, Ryan, if you’re out in the crowd tonight, here’s the answer to your question. No, as far as I know, an alien spacecraft did not crash in Roswell, New Mexico, in 1947. And, Ryan, if the United States Air Force did recover alien bodies, they didn't tell me about it either, and I want to know.” The speech did not quell the debate or government mistrust, nor did it offer transparency. When leaders are transparent, they share information freely, involve others in decision-making processes, and provide clear explanations for their actions. This approach fosters trust, promotes accountability, and allows stakeholders to have a better understanding of the leader’s intentions and the overall direction of the organisation.Transparency Is Your Leadership Judge.

“Transparency is essential to your integrity as a change leader. Without this fundamental foundation, mistrust, misunderstanding, and inevitable failure follow”

During organisational change implementation, everyone should know that the success of the change is paramount, and all employees should be aligned on this important organisational objective. To create trust between all employees, there should be transparency in information, decisions, and relationships. The sponsor’s goal should be to create a “one team mindset” mentality that overrides departmental allegiances, ensuring resources are shared. Creating a sense of community, camaraderie, being part of a family, and a feeling of pride from working on an important change programme are great ingredients for delivering successful organisational 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

Friday’s Change Reflection Quote - Leadership of Change - Simplify, Engage and Conquer Change
Thinkers360
June 30, 2023

Albert Einstein

Happy Friday!

On this day, June 30th, 1905, Albert Einstein submitted his paper titled “Zur Elektrodynamik bewegter Körper” (On the Electrodynamics of Moving Bodies) to the Annalen der Physik, a renowned scientific journal at the time. He was 26 and was working as a class 3 clerk at the Swiss Patent Office in Bern. His theory of special relativity is one of the most important papers ever published in the field of physics. He determined that the laws of physics are identical for all non-accelerating observers, and that the speed of light in a vacuum is independent of the motion of all observers. Einstein’s special theory of relativity introduced a new framework for all of physics and proposed an interweaving of space and time into spacetime. A building block of his theory is that of mass-energy equivalence, defined by the most famous equation in physics, E=mc^2. Albert Einstein (1879-1955) is widely regarded as one of the most influential scientists of all time, and his contributions to modern science are immeasurable.

Albert Einstein is supposed to have told us, “The leader is one who, out of the clutter, brings simplicity. Out of discord, harmony and, out of difficulty, opportunity.” Whether the quote is true or not, this is the way he worked, and the choices leaders now face. In the intricacies of today’s world, leaders are confronted with the task of manoeuvring through the clutter to simplifythe conflicting laws, regulations, and environmental factors. Leaders also have to work through the discord of societal norms to find harmony and be able to express their genuine beliefs, opinions, or values without fear of being cancelled. Additionally, in this era of tremendous change and revolutionary technological advancements, business leaders need to find opportunities and conquer change. Simplify, Engage and Conquer Change.

“Continuous improvement, engaged people, and change leadership capabilities are the key ingredients for a successful organisation”

Large organisations will be continuously pursuing high-priority strategic change initiatives. The increasing pace, complexity, and unpredictability of change means that being able to implement change effectively and efficiently will determine an organisation’s future competitiveness. Organisations will have to become change capable and develop leaders with change skills and knowledge, and those with superior internal change capability will stay ahead in the marketplace. Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way, and intervening to ensure 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 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

Friday’s Change Reflection Quote - Leadership of Change - Successful Organisations Collaborate
Thinkers360
June 23, 2023

Antarctic Treaty System

Happy Friday!

On this day, June 23rd, 1961, the Antarctic Treaty System came into force to regulate international relations regarding Antarctica, “all land and ice shelves south of 60°S latitude parallel.” Antarctica is the Earth’s only continent without a native human population. The Antarctic Treaty consists of a number of articles agreed upon by the twelve original signatories: Argentina, Australia, Belgium, Chile, France, Japan, New Zealand, Norway, South Africa, the USSR, the United Kingdom, and the United States. The treaty preamble starts with “recognising that it is in the interest of all mankind that Antarctica shall continue for ever to be used exclusively for peaceful purposes and shall not become the scene or object of international discord.” The key to the treaty was the nations’ agreement to disagree on territorial claims. This agreement has been successful in preventing any military activity on the continent and has allowed for scientific research to be conducted in a peaceful environment.

The Antarctic Treaty System was the result of collaboration among twelve countries with territorial claims or scientific interests in Antarctica. It highlights the importance of collaborative leadership, where multiple parties work together towards a common goal. Effective leaders understand the value of cooperation, encourage dialogue, and foster an inclusive decision-making process. Charles Darwin told us, “It is the long history of humankind (and animal kind, too) that those who learned to collaborate and improvise most effectively have prevailed.” Similarly, organisations with high levels of collaboration tend to be more successful. When implementing change, it is of paramount importance. Successful Organisations Collaborate.

“Change leaders must infuse collaboration across the organisation, by clearly articulating their change vision, eradicating silos and other implementation barriers”

Collaboration is the primary factor contributing to highly successful organisations with good productivity and teamwork. Collaboration takes place in the workplace when leaders and employees work together to solve problems across different functions, departments, and management levels. It involves sharing resources and expertise; it means supporting fellow employees and working effectively and efficiently to deliver the organisation’s goals and objectives. There is only one organisation, and there are no silos. No individual’s ego or personal goals are more important than those of the organisation. Progressive organisations are increasingly realising the value of collaboration in both the physical and virtual workplaces. Collaborative organisations also tend to have lower staff turnover levels and higher profitability than businesses that don’t collaborate or those that have a silo mentality.

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

Friday’s Change Reflection Quote - Leadership of Change - Human Nature’s Change Challenge
Thinkers360
June 16, 2023

Abraham Lincoln

Happy Friday!

On this day, June 16th, 1858, newly nominated senatorial candidate Abraham Lincoln addressed the Illinois Republican Convention in Springfield and warned that the nation faced a crisis that could destroy the Union. Speaking to more than 1,000 delegates in an ominous tone, Lincoln paraphrased a passage from the New Testament: “A house divided against itself cannot stand.” Lincoln’s speech, now commonly known as the “House Divided” speech, highlighted the growing tensions between the Northern and Southern states over the issue of slavery. He argued that the nation could not continue to be half-slave and half-free, suggesting that the United States would ultimately become either entirely slave or entirely free. This speech is considered to be one of Lincoln’s most significant and prophetic addresses. It helped solidify his reputation as a prominent figure in the Republican Party and set the stage for his subsequent presidential campaign. In 1860, just two years after delivering the “House Divided” speech, Lincoln was elected as the 16th President of the United States.   

Abraham Lincoln famously told us, “Human nature will not change.” This quote has been referenced in various settings, including speeches, articles, and historical accounts. The quote serves to remind us that, despite advancements in technology and changes in societal norms, human behaviour and motivations have remain largely consistent throughout history. Overcoming our negative tendencies, such as hate, prejudice, and selfishness, is the key to creating a better world. The challenge lies in recognising our flaws, acknowledging them, and working to overcome them in pursuit of a brighter future in our personal, social, and work lives. Human Nature’s Change Challenge.

“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”

Human behaviour is the most underrated element in workplace, social, and environmental change. Behaviour change is sometimes required for an organisation to successfully deliver change or transformation to achieve sustainable change and benefit realisation. To change behaviours, the organisation must support employees through the change transition by implementing five key change behaviour life cycle steps: Recognise, Redesign, Resolve, Replicate and Reinforce using the a2B5R® Employee Behaviour Change Model.

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

Friday’s Change Reflection Quote - Leadership of Change - Benevolent Leaders Compromise
Thinkers360
June 09, 2023

Margaret Thatcher

Happy Friday!

On this day, June 9th, 1983, Margaret Thatcher's British Conservative Party won a landslide second-term election victory, taking 397 seats to Labour's 209. Thatcher's success was fuelled by her resolute leadership during the Falkland Islands War and the disunity within the opposition party. Notably, she etched her name in history as the first female Prime Minister of Britain. Throughout her tenure, she introduced and implemented economic policies that later became known as Thatcherism. Her unwavering stance and unyielding politics earned her the moniker “Iron Lady,” a title that resonated with her firm resolve and unwavering leadership style. While Thatcher implemented significant economic reforms that aimed to modernise the British economy, some argue that she could have done more to address the social impacts of these changes. The negative consequences felt by certain industries and regions created discontent and eroded support, leading to challenges to her leadership.

Thatcher possessed exceptional communication skills and charisma, which enabled her to effectively articulate her vision and connect with the public. She used powerful rhetoric and memorable phrases to engage, influence, and inspire people. Her leadership style was characterised by her strong determination, assertiveness, and uncompromising approach to politics. She told us. “To those waiting with bated breath for that favourite media catchphrase, the U-turn, I have only one thing to say: You turn if you want to. The lady’s not for turning.” However, her policies and governing style were also highly divisive, and she faced significant opposition from political opponents and protesters during her time in office. Typically, business leaders implementing change cannot alienate their stakeholders. Benevolent Leaders Compromise.

“One of the most difficult tasks of change leaders is delivering their vision for change and showing benevolence to those who disagree or resist”

Benevolent leaders are committed to making their organisations better, and this trait complements change leadership. They are approachable and accessible but are neither wimps nor pushovers. Benevolent leaders are servant leaders, they put the needs of their employees first. Benevolence includes empathy, humility, and respectful leadership.

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

Friday’s Change Reflection Quote - Leadership of Change - Leadership Integrity Is Not a Fashion
Thinkers360
June 02, 2023

Sepp Blatter and FIFA

Happy Friday!

On this day, June 2nd, 2015, Sepp Blatter, president of international soccer’s governing body FIFA, steps down, just a few days after he had been re-elected to a fifth four-year term. His resignation came amidst mounting allegations of fraud and corruption, which have tarnished his 17-year tenure. The week leading up to Blatter's resignation marked a turning point for FIFA. The U.S. Attorney General, Loretta Lynch, announced a wide-ranging investigation into the organisation, revealing decades of bribery totalling over $150 million. The investigation led to the indictment of 14 individuals, including nine current or former FIFA executives, on federal racketeering charges. In a dramatic turn of events, seven individuals were arrested near FIFA headquarters in Zurich, Switzerland, sending shockwaves throughout the soccer world. Blatter was cleared of fraud by a Swiss court, but he has been banned from participating in FIFA activities since 2015 and will remain banned until 2027.

Sepp Blatter insists he is not to blame for FIFA’s corruption scandal because he could not possibly monitor the actions of everyone working under him. When faced with calls to resign, Blatter defended himself. “I know many people hold me ultimately responsible for the actions and reputation of the global football community, whether it’s a decision for the hosting of the World Cup, or a corruption scandal [but] I cannot monitor everyone all of the time.” It is strange how so many people who are the ultimate leaders of their organisation do not take the blame for things that go wrong on their watch. Leadership Integrity Is Not a Fashion.

“Leadership Integrity Is Not a Fashion. Strong corporate governance ensures transparency, accountability, compliance, it encourages ethical behaviour, so the leaders model the organisation’s purpose, vision, mission, and values globally”

During times of organisational change, the significance of good governance, accountability, and oversight cannot be overstated. These elements play a crucial role in ensuring the successful implementation of change initiatives. Governance, in particular, encompasses the systems and methods that dictate how a change programme is authorised, monitored, and supported by its sponsoring organisation. It establishes the framework for effective management and consistent execution of change programmes throughout their life cycle.

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

Friday’s Change Reflection Quote - Leadership of Change - AI Brings Impossible Change
Thinkers360
May 26, 2023

Henry Ford

Happy Friday!

On this day, May 26th, 1927, the Ford Motor Company produced the last and 15th million Model T Ford. Henry Ford, the founder of the famous American car company, revolutionised the automobile industry with the Model T. He was determined to build a car that was affordable for the average American. Before the Model T, cars were considered luxury items that only the wealthy could afford. He was committed to creating a simple, reliable, and affordable automobile that was accessible to the masses. In 1908, his vision was realized with the Model T. At the time, the Model T was revolutionary because it was affordable and easy to maintain. It was also one of the first cars to feature a gasoline-powered engine instead of steam, making it more reliable and easier to drive.

Today, we stand at the dawn of a new era of transportation, with electric vehicles, autonomous driving, and sustainable mobility on the horizon. Henry Ford told us, “I cannot discover that anyone knows enough to say what is and what is definitely not possible.” AI has and will continue to have a significant impact on improving transportation. Ford would likely be impressed by the potential of this technology to make transportation safer, more efficient, and more accessible. He would possibly also be intrigued by the possibilities of smart traffic management systems that use real-time data to optimise traffic flow, reducing congestion and energy consumption. Today’s business leaders n