Thinkers360
Interested in getting your own thought leader profile? Get Started Today.

Peter F Gallagher

Ranked#1 Global Change Management Thought Leader Thinkers360, International Corporate Speaker, Author & Leadership Alignment Coach at Leadership of Change

London, United Kingdom

6691 Followers

Peter is a Change Management Global Thought Leader, Expert, International Corporate Conference Speaker, BoD Member, Author and Leadership Alignment Coach.

Ranked #1 Global Thought Leaders and Influencer on Change Management (May 2021 & 2020) by Thinkers360.

Top 50 Business and Technology Books - Thinkers360:
Change Management Adoption - Jul 2021
Change Management Handbook - Dec 2020
Change Management Pocket Guide - Jan 2020

Peter consults, speaks, and writes on the Leadership of Change®. For the last 30 years he has worked in over 30 countries for some of the world’s largest and most successful organisations. He has helped these organisations, their leaders and employees deliver change, improvement, and transformation.

Consulting - Change Leadership Alignment:
At the start of an organisation change journey, Peter asks all leaders:
"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.

Keynotes - Leadership of Change®:
~ Three Key Responsibilities for Organisational Change Leaders
~ Aligning Leadership Teams to Lead Organisational Change
~ 10 Change Management Lessons Learned that Leaders SHOULD Know

Change Management Gamification Workshops (Virtual or Face-to-face):
~ Leadership
~ Adoption
~ Behaviour

Author: Leadership of Change - Change Management Body of Knowledge:
1 - Change Management Fables
2 - Change Management Pocket Guide
3 - Change Management Handbook
4 - Change Management Leadership
5 - Change Management Adoption
6 - Change Management Behaviour
A - Change Management Gamification Leadership
B - Change Management Gamification Adoption
Coming in 2021
7 - Change Management Sponsorship
C - Change Management Gamification Behaviour
https://amzn.to/3rxIVjj

Peter has an MBA (Distinction) from the Robert Gordon University. He is an American Society of Quality (ASQ) Certified Manager of Quality, and one of the 'First 500' globally Certified Change Management Professionals™ (CCMP™) with the Association of Change Management Professionals (ACMP). He also holds three certifications from the Project Management Institute (PMI).

Board Member: Association of Change Management Professionals (ACMP) Global

Speaker Association: VSA International

Contact Details
# peter.gallagher@a2B.consulting
# +44 754147 2955
# Web: www.a2B.consulting
# Web: www.peterfgallagher.com

Please feel free to contact me directly with your queries?

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

Speaking Fee $7,500

Personal Speaking Website: www.peterfgallagher.com
Peter F GallagherPoints
Academic85
Author579
Influencer188
Speaker324
Entrepreneur347
Total1523

Points based upon Thinkers360 patent-pending algorithm.

Thought Leader Profile

Portfolio Mix

Featured Videos

Leadership of Change: Three Change Management Lessons Learned, Heriot-Watt University
April 30, 2021
Leadership of Change - 10 Change Management Lessons Learned, Kuwait 2020
April 30, 2021
Change Management - Employee Change Resistance (Keynote extract)
April 30, 2021

Featured Topics

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

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

Leadership of Change: Leadership and Sponsorship is Critical

Change capability starts with the top leadership team, they understand previous change history and the barriers to success so they align strategically as a high performing team and then develop the skills and knowledge to successfully deliver future organisational change. Peter speaks about he aligns leadership teams so that can effectively lead their organisation's change:​
Step 1: Change History Assessment©
Step 2: 1:1 Leadership Interviews
Step 3: Strategic Alignment
Step 4: High Performing Team
Step 5: Develop Change Leadership Capability
The keynote is based on Peter's book: Change Management Sponsorship - Leadership of Change Volume 7
https://www.peterfgallagher.com/speakerservice
https://www.peterfgallagher.com/vol-7-change-management-sponsorship

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

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

Company Information

Company Type: Enterprise
Email: peter.gallagher@a2b.consulting
Phone: +447541472955
Business Unit: Leadership Alignment, Keynote Speaking and Consulting
Theatre: United Kingdom
Media Experience: 20
Last Media Training: 02/03/2010
Last Media Interview: 03/05/2020

Areas of Expertise

Business Strategy 91.15
Change Management 100
Digital Disruption
Leadership 71.77
Lean Startup 31.47
Procurement 31.00

Industry Experience

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

Please signin or signup to view publication section.

Publications

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

Professional Scrum Master Certification

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Leadership, Change Management, Business Strategy

31 Article/Blogs
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.

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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



a2B Change Management Framework (a2BCMF)
The a2B Change Management Framework (a2BCMF) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.
The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach and some steps can be performed simultaneously.

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

Change Management Gamification Benefits
LinkedIn
June 17, 2020
Change Management Gamification is the new trend which helps to engage your employees by using gaming methods. We use gamification so that your employees can learn, test and prepare for your organisational change.

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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


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

See publication

Tags: Leadership, Change Management, Business Strategy

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

Join in as we attempt to set a NEW RECORD!

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

Change Management Gamification CMExec - Introduction
PFG Publishing
May 18, 2020
Change Management Gamification Change Management Gamification is the new trend which helps to engage your employees by using gaming methods. We use gamification so that your employees can learn, test and prepare for your organisational change.

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

See publication

Tags: Leadership, Change Management, Business Strategy

Change Management Book Series: Leadership of Change Volumes 1, 2, 3 & A
PFG Publishing
May 17, 2020
Leadership of Change
Encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework. The delivery vehicles are change management books, change management gamification manuals, leadership alignment workshops and masterclasses.

Volumes 1, 2, 3 and A
The volumes in this series are intended to be leading practice in organisational change management and implementation, which supports strategy execution. They are based on the author’s work, with over thirty years of organisational change implementation, transformation, and business improvement experience in over twenty countries.

See publication

Tags: Leadership, Change Management, Business Strategy

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

Change Management: Change Agents Enabling Change
LinkedIn
May 29, 2019
Change Agents can be an organised group, leaders or individuals that undertake the task of leading, communicating and facilitating change in an organisation. They are basically advocates for organisation change. They tend to embrace and lead change within the organisation, they are comfortable with it, see the positives and should be the organisation’s early enablers in developing capability and moving the organisation towards adoption and sustainable change.

See publication

Tags: Business Strategy, Change Management, Leadership

Leadership of Change - Change Management Quotes - Various
PFG Publishing
November 07, 2018
Various change management quotes by Peter F Gallagher
1. General.
2. The change question all leaders should be able to answer
3. Change Leadership
4. Strategy
5. Trust
6. Change History
7. Communication
8. Employee Change Adoption
9. Workplace Change Management Behavioural Challenge
10. Narcissistic Leader
11. Sponsorship
12. Organisation Survival
13. Change Agents
14. Leadership Paradox - Normal Day-to-Day Operations V Change
15. Benefits
16. 4IR and Change Disruption
17. Experiential Learning
18. Change Approach
19. Business Improvement

See publication

Tags: Leadership, Change Management, Business Strategy

Change Management - Achieving Benefits Realisation
PFG Publishing
September 28, 2018
Change disruption is the order of the day. Rapidly changing customer buying habits, access to new technology and social media are accelerating the way organisations need to adapt to change to remain competitive or even survive. Any organisation investing in improvements needs to ensure fast, effective and efficient benefits realisation to ensure positive business operating performance.

“Leadership see their role in a major organisational improvement and change starting with signing the finance approval and finishing with sending the briefing e-mail with an attached PowerPoint presentation. A while later they wonder where it all went wrong when there is no ROI”

See publication

Tags: Leadership, Change Management, Business Strategy

Change Management Communication - Stakeholder Information Needs
PFG Publishing
September 28, 2018
Effective communication is at the heart of successful business change, creating awareness and understanding about the change. Change programmes must incorporate a clear approach to communication which is strongly linked to their engagement with stakeholders. A Communications Plan should be produced which shows how information will be distributed and received by all stakeholders involved in the change programme. It identifies the means, medium, messages and frequency of communication between different stakeholders. It is used to establish and manage on-going communications throughout a programme. It is important that the communication is proactive and consistent to reinforce key messages.

“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”

See publication

Tags: Leadership, Change Management, Business Strategy

Business Communication Delivering Organisational Value
PFG Publishing
August 19, 2018
Effective business communication is at the heart of successful organisations, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation. Everything you do in the workplace results from communication. Business Communication is fundamental within an organisation to bring about coordination between the leadership, managers, employees, teams and departments, allowing them to focus on their customers. Communication provides the feedback that enables a cycle of continuous improvement

“When I find business problems I find communication failure, when I find communication failure I find business problems” ~ Peter F Gallagher

See publication

Tags: Leadership, Change Management, Business Strategy

Change Management - Fixed Verses Growth Mindset
LinkedIn
December 28, 2017
For the last few decades change management programmes have become a way of life for most organisations. Change disruption has become the order of the day and with the rapid introduction of newer technology the pace of change will increase. However, even with various approaches to driving change initiatives, we are constantly reminded that 70% of change or transformation programmes fail to provide the benefits initially defined. Some of the key challenges when implementing change are employee resistance and not learning or applying the new skills, as well as adopting the new behaviours. These traits can be described as aspects of a fixed mindset when change implementation really requires a growth mindset.

“Fixed mindset leaders will quickly contaminate an organisation by killing growth and creativity, as well as promoting incompetence based on their likeness. This cycle will be replicated unless shareholders intervene ruthlessly”

See publication

Tags: Leadership, Change Management, Business Strategy

UK Productivity – Improvement Requires Behavioural Change
LinkedIn
November 28, 2017
Poor UK productivity has been in the news a lot recently and rightly so, it is a measure of a country’s GDP and it becomes more important as the UK exits the EU. Just as the UK needs to be more competitive, our productivity is only slightly higher than its pre-downturn peak in 2008/2009.

“Output per hour worked in the UK was 15.1% below the average for the rest of the G7 advanced economies in 2016; this compares with 15.5% in 2015*”

"If you do not change employee behaviour, you will not get organisational change or performance improvement"

See publication

Tags: Leadership, Change Management, Business Strategy

Change Management: 5 Reasons to use a Structured Framework for Organisational Change
PFG Publishing
October 30, 2017
Change management is more complicated than simply improving systems, processes, introducing new technology or ensuring regulatory compliance. Without a structured approach, the change management focus can be limited to communication only, and the impact to employees, teams and the organisation is largely ignored. Good change management starts with the organisations strategy and vision and then looks at the employees, culture, previous change success, skills, behaviours, resistance, adoption and how to sustain the change. Structured change management is a holistic and structured approach for enabling and supporting employees through the change. It requires a programme approach with a framework, steps, tools, assessments, models, skills and principles to ensure effective organisational change and benefits realisation

See publication

Tags: Leadership, Change Management, Business Strategy

Change Readiness Assessment (CRA) – Implementation Preparation
LinkedIn
August 30, 2017
The purpose of the change readiness step is to establish if the organisation is ready for the change. Having data and insights from readiness assessments or interviews can help to ensure the organisation and employees are prepared for the change. They can identify potential implementation gaps so that corrective actions and plans can be executed to close the gaps and improve change readiness.

See publication

Tags: Business Strategy, Change Management, Leadership

Business Improvement: Transforming Global HR Processes, Capability and Culture
LinkedIn
March 28, 2017
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 approximately 7k of these employees are expatriate and they bring specialist knowledge and skills not yet developed within the country.

See publication

Tags: Business Strategy, Change Management, Leadership

Change Management Framework: Step 2 - Sponsorship is one of the Most Important Elements in any Change Journey
SlideShare
March 21, 2017
Change Management – Sponsorship The Most Important Element in any Change Journey a2B Change Management Framework (a2BCMF) - Step 2 Advisory Consulting

Contents
a2B Change Management Framework (a2BCMF) – Step 2
Overview - a2B Change Management Framework (a2BCMF)
Sponsorship – Important Element in any Change Journey*
Sponsorship – Say
Sponsorship – Support
Sponsorship – Sustain
Summary

Mar 21 2017 www.a2B.consulting 2017

See publication

Tags: Leadership, Change Management, Business Strategy

Change Management - Previous History Will Impact Future Success
LinkedIn
January 10, 2017
A critical component for any CEO planning a new change is the application of change management, to move the organisation from the current state ‘a’ to the improved state ‘B’. Change management is the proven game changer which will enhance implementation of the new ways of working, behaviour and adoption of the change. The history of previous changes will greatly impact future change and the ability to delivery organisational value and sustainable change.

“ If an organisation has a history of change failure, future success will require a different approach”

See publication

Tags: Leadership, Change Management, Business Strategy

Business Improvement - CEO using Business Improvement to deliver Organisation Strategy
LinkedIn
November 28, 2016
Today’s CEO’s are under pressure to use their leadership to build successful organisations that perform well in the market place and deliver shareholder value. Customers demand more value and quality products delivered on time and, when things go wrong, prompt customer service. For the CEO to deliver customer expectations, their organisation should be agile, cost effective and have efficient processes, staffed with competent and capable employees. This should constantly be improved within the organisation. The CEO needs solutions that allow them to meet the global challenges they face with competitors only too willing to poach customers. A mistake that often happens is to focus on business improvement tools, without first getting the strategy right. First, the priority is to perform strategy planning processes to define the mission, values, vision, strategy and Balanced Scorecard, followed by employee goals.

See publication

Tags: Business Strategy, Change Management, Leadership

Change Management - Enabling Step Improvement through Structured Delivery
LinkedIn
October 21, 2016
Post Britex: In the coming months the competitive landscape for UK organisations will look and feel very different. Essentially the need for UK business organisations to become more competitive, provide faster value delivery, increase productivity, better customer focus, improved business agility and performance will never have been greater. Organisations will have to get more for less and adopt to the new Britex business environment. This requires Business Improvement across the organisation’s value chain, improving employee capability, business processes, systems and services.

“The journey of a thousand miles begins with one step” ~ Lao Tzu

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

Association of Change Management Professionals (ACMP) UK Vice-President
Association of Change Management Professionals (ACMP) UK
August 01, 2019
Vice-President Aug 2019 to Aug 2021 (2 Year term)
Vision & Mission: ACMP’s vision is to lead the way change works. Our vision statement reflects an aspiration to innovate and lead change practices, in addition to managing change. Our focus is on using our professional expertise to achieve business and organizational results.
ACMP’s mission is to serve as an independent and trusted source of professional excellence, advocate for the discipline and create a thriving change community. Our mission statement reflects our commitment to our members that ACMP will advocate globally for the recognition of the existence and value of our profession.
ABOUT ACMP UK: The Association of Change Management Professionals (ACMP) United Kingdom Chapter serves members and organisations across the UK. As part of a growing, global community of 4,000+ Change Management professionals, we are leading the way change works. Our mission is to create a community for professionals and our networks, for those who are passionate about organisational change, knowledge sharing, leadership and professional development. Our members advance the profession and discipline of Change Management, and serve as an independent, trusted source of professional excellence.

See publication

Tags: Business Strategy, Change Management, Leadership

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

Company number 02336110

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

Company status: Active

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

Incorporated on: 23 March 2000

See publication

Tags: Business Strategy, Change Management, Leadership

6 Books
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.

See publication

Tags: Leadership, Change Management, Business Strategy

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

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



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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

Other Leadership of Change Volumes:
Change Management Fables – Volume 1
Change Management Pocket Guide – Volume 2
Change Management Handbook – Volume 3
Change Management Leadership – Volume 4
Change Management Adoption – Volume 5
Change Management Behaviour – Volume 6
Change Management Sponsorship – Volume 7
Change Management Gamification Leadership – Volume A
Change Management Gamification Adoption – Volume B
Change Management Gamification Behaviour – Volume C

See publication

Tags: Leadership, Change Management, Business Strategy

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

This handbook is for growth mindset leaders, senior managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change Volume 3 is based on over thirty years of experience in implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully sustaining and closing the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM Employee Change Adoption Model and the a2B5R Employee Behaviour Change Model.

Other Leadership of Change Volumes:
Change Management Fables – Volume 1
Change Management Pocket Guide – Volume 2
Change Management Handbook – Volume 3
Change Management Leadership – Volume 4
Change Management Adoption – Volume 5
Change Management Behaviour – Volume 6
Change Management Sponsorship – Volume 7
Change Management Gamification Leadership – Volume A
Change Management Gamification Adoption – Volume B
Change Management Gamification Behaviour – Volume C

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

Other Leadership of Change Volumes:
Change Management Fables – Volume 1
Change Management Pocket Guide – Volume 2
Change Management Handbook – Volume 3
Change Management Leadership – Volume 4
Change Management Adoption – Volume 5
Change Management Behaviour – Volume 6
Change Management Sponsorship – Volume 7
Change Management Gamification Leadership – Volume A
Change Management Gamification Adoption – Volume B
Change Management Gamification Behaviour – Volume C

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

Other Leadership of Change Volumes:
Change Management Fables – Volume 1
Change Management Pocket Guide – Volume 2
Change Management Handbook – Volume 3
Change Management Leadership – Volume 4
Change Management Adoption – Volume 5
Change Management Behaviour – Volume 6
Change Management Sponsorship – Volume 7
Change Management Gamification Leadership – Volume A
Change Management Gamification Adoption – Volume B
Change Management Gamification Behaviour – Volume C

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

4 Coursewares
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.

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

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

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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.

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

Change Management Leadership - Leadership of Change Volume 4
Amazon
March 30, 2021
Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change: Articulate the vision, Model the new way and Intervene to ensure sustainable change.

See publication

Tags: Business Strategy, Change Management, Leadership

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

About the Book:
This handbook is for growth mindset leaders, senior managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change Volume 3 is based on over thirty years of experience in implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully sustaining and closing the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM Employee Change Adoption Model and the a2B5R Employee Behaviour Change Model.

Other Leadership of Change Volumes:
Change Management Fables – Volume 1
Change Management Pocket Guide – Volume 2
Change Management Handbook – Volume 3
Change Management Leadership – Volume 4
Change Management Adoption – Volume 5
Change Management Behaviour – Volume 6
Change Management Sponsorship – Volume 7
Change Management Gamification Leadership – Volume A
Change Management Gamification Adoption – Volume B
Change Management Gamification Behaviour – Volume C

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

Other Leadership of Change Volumes:
Change Management Fables – Volume 1
Change Management Pocket Guide – Volume 2
Change Management Handbook – Volume 3
Change Management Leadership – Volume 4
Change Management Adoption – Volume 5
Change Management Behaviour – Volume 6
Change Management Sponsorship – Volume 7
Change Management Gamification Leadership – Volume A
Change Management Gamification Adoption – Volume B
Change Management Gamification Behaviour – Volume C

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

Other Leadership of Change Volumes:
Change Management Fables – Volume 1
Change Management Pocket Guide – Volume 2
Change Management Handbook – Volume 3
Change Management Leadership – Volume 4
Change Management Adoption – Volume 5
Change Management Behaviour – Volume 6
Change Management Sponsorship – Volume 7
Change Management Gamification Leadership – Volume A
Change Management Gamification Adoption – Volume B
Change Management Gamification Behaviour – Volume C

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

2 IP Assets
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.

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

6 Keynotes
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

See publication

Tags: Business Strategy, Change Management, Leadership

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

Vistage Group CE5 - Birmingham – July 1 2021

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

Ten Organisational Change Management Lessons Learned

Peter F Gallagher

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

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

Afternoon: MINI MASTERCLASS

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

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

6 Media Interviews
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

See publication

Tags: Business Strategy, Change Management, Leadership

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

Think change management and resilience training.

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

NOTE: This session will be held twice:

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

Block your calendars because Saturdays are Learning Days with Luminary!

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

Think change management and resilience training.

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

Tags: Business Strategy, Change Management, Leadership

See publication

Tags: Business Strategy, Change Management, Leadership

2 Panels
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)

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

See publication

Tags: Leadership, Change Management, Business Strategy

9 Quotes
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."

See publication

Tags: Change Management

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.

See publication

Tags: Change Management

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

See publication

Tags: Change Management

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

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

See publication

Tags: Change Management

Change Management Behaviours Quote
Goodreads
December 15, 2020
“If it is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour”
a2B5R09
Sources:
https://www.goodreads.com/quotes/tag/change-management
https://www.goodreads.com/quotes/10460286-if-it-is-difficult-to-change-the-behaviour-of-people
https://www.peterfgallagher.com/cm-quote-cards-a2b5r

See publication

Tags: Change Management

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

See publication

Tags: Change Management

Employee Behaviour - Change Management Quote
Goodreads PFG
October 06, 2020
“If it is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour”
a2B5R09
Sources:
https://www.goodreads.com/quotes/tag/change-management
https://www.goodreads.com/quotes/10460286-if-it-is-difficult-to-change-the-behaviour-of-people
https://www.peterfgallagher.com/cm-quote-cards-a2b5r

See publication

Tags: Change Management

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

See publication

Tags: Change Management

Change Management Quote Communication
PFG Publishing
March 17, 2019
“Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders”

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

You can join the Association if you:

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

9 Speaking Engagements
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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

Typical Lean or Six Sigma Project Spend

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

Summary
Three Key Lessons Learned
Sponsorship: "Sponsorship is the single most important factor in change success"

Change History Assessment (CHA): “To achieve future organisational change management success, analyse previous change history to mitigate previous weakness and enhance future success”

Manage Resistance: “Nothing negatively impacts organisation performance quicker than employees who resists change and who believes that the way they work today is the way they will work tomorrow”

Practical Takeaways
1. Organizational change management is a game changer for success project delivery
2. Proactive and effective Change Sponsorship is a critical success factors
3. To achieve future organisational change management success, assess previous change
4. There will always be resistance

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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


Change Management Introduction


Ten Change Management Lessons Learned


Change Management Gamification


Change Management Leadership

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

Vistage Group V0058 Belfast
Workshop – May 24 2018

Outline:

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

Key Topics and Points Covered:

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

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

Value and Take Away:

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

Outline:

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

Key Topics and Points Covered:

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

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

Value and Take Away:

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

Outline:

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

Key Topics and Points Covered:

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

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

Value and Take Away:

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

Outline:

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

Key Topics and Points Covered:

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

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

Value and Take Away:

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

3 Trademarks
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

See publication

Tags: Business Strategy, Change Management, Leadership

Leadership of Change - UK GOV Trade Mark
IPO UK GOV
March 20, 2020
Trade mark number UK00003427248
Leadership of Change
Encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework. The delivery vehicles are change management books, change management gamification manuals, leadership alignment workshops and masterclasses.

See publication

Tags: Leadership, Change Management, Business Strategy

a2B5R Model: Employee Behavioural Change
a2B Advisory Consulting
February 02, 2018
UK00003268422
a2B5R Model: Employee Behavioural Change
One of the most challenging aspects of any change programme is the way in which the employee aspects are addressed. Changing employee's behaviour and improving their performance is a critical part of the change management process. Our a2B5R Model systematically supports the transition of the employee behavioural change from the current state 'a' to the future state 'B'. The model specifically supports the a2BCMF – Step 8 – Develop New Skills and Behaviours. During the definition step the few new critical behaviours will have been defined and they will be developed along with the new skills.

See publication

Tags: Leadership, Change Management, Business Strategy

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Change Management, Leadership, Procurement

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

See publication

Tags: Change Management, Leadership, Procurement

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

See publication

Tags: Change Management, Leadership, Procurement

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

See publication

Tags: Change Management, Leadership, Procurement

15 Videos
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

See publication

Tags: Business Strategy, Change Management, Leadership

Change Management Gamification CMExec - Virtual Demo Version
YouTube
July 10, 2020
About Change Management Gamification CMExec:
CMExec is a fascinating change management implementation simulation that offers leadership teams and leaders of change experiential learning in a safe environment. This enables them to learn, test and reflect on their change leadership capability and skills.

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

Case Study:
AutoChanze is a global supplier of automotive systems, modules, and components to original equipment manufacturers (OEMs) and related aftermarkets. Up until recently they have been a successful and profitable organisation but a recent report commissioned by the Board of Directors has indicated the the automotive industry will be impacted by 4IR like never before!

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

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

Outcome:
The participants will be equipped with knowledge, experience, a Change Management Framework, Models and Tools which will enable them to be successful as leaders in delivering organisational change and transformations. They will become more aware of how to manage stakeholder resistance, expectations and feelings as they try to achieve their organisation's vision and employee change adoption.

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

www.peterfgallagher.com

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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

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

Credits: www.a2b.consulting

See publication

Tags: Business Strategy, Change Management, Leadership

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

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


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

See publication

Tags: Business Strategy, Change Management, Leadership

4 Webinars
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

See publication

Tags: Business Strategy, Change Management, Leadership

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

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


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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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

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

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

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

See publication

Tags: Leadership, Change Management, Business Strategy

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

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


Change Management Introduction


Ten Change Management Lessons Learned


Change Management Gamification


Change Management Leadership

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

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Lean Startup

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

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

See publication

Tags: Business Strategy, Change Management, Leadership

Shell Lean Practitioner Training 3 Day Workshop - Qatar
Shell LinkedIn
September 12, 2010
Shell Qatar - QSGTL RaslaFan EPCM Building
Lean Practitioner Training - 3 Day Session
On-site Waste Walk
Sample Project WOrkshop

See publication

Tags: Business Strategy, Change Management, Leadership

Shell Lean Practitioner Training 3 Day Workshop - Lagos, Nigeria
Shell LinkedIn
August 17, 2010
Shell Nigeria Exploration and Production Company
Freeman House, Laga
Lean Practitioner Training - 3 Day Session
On-site Waste Walk
Sample Kaizen Project Workshop

See publication

Tags: Business Strategy, Change Management, Leadership

UI Ambition Cost 10 Day Workshop - Nigeria
LinkedIn Shell
July 27, 2010
UI Ambition Cost 10 Day Workshop - Port Harcourt, Nigeria
27th Jul - 11th Aug 2010
Business Case from the Sponsors
1:1 with the Project Managers & Group Call
Workshop Planning
- Attendees, Timing & Agenda
Develop Detailed Charters
How Much, What, Who & When
Idea Generation Workshop
Functional Cost Workshop
Week 1 Progress Report to DRB/Sponsors - Progress update & Feedback
Follow-up Workshops
Salaries Workshop
Final Report to DRB/Sponsors
- Plan and next steps

See publication

Tags: Business Strategy, Change Management, Leadership

HR Global Handshake Business Improvement Project – Lean/ESSA/Change
LinkedIn Shell
July 19, 2010
HR Global Handshake Business Improvement Project – Lean/ESSA/Change
'As Is" VSM, 'To Be' VSM and solution roadmap
HQ, Den Haag, Netherlands
May 16 - 20 2011

See publication

Tags: Business Strategy, Change Management, Leadership

NCPOC Work Permit Immigration Improvement Process - Kazakhstan SC3 Workshop Actions
Shell Kazakhstan - LinkedIn
June 24, 2010
Steering Committee 3 - 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

See publication

Tags: Business Strategy, Change Management, Leadership

NCPOC Work Permit Immigration Improvement Process - Kazakhstan SC2 Workshop 2 VSM
Shell Kazakhstan - LinkedIn
March 01, 2010
Steering Committee 2 Workshop
4 Days Lean VSM, Action and Change Implementation Plan
Improve NCPOC Kazakhstan Atyrau Immigration Labour Law Process Map prior to the start of Kashagan Oil Production
NCPOC Offices, Atyrau, Kazakhstan

See publication

Tags: Business Strategy, Change Management, Leadership

5 Day Lean Six Sigma Green Belt Training
Shell International - LinkedIn
February 21, 2010
5 Day Lean Six Sigma Green Belt Training
Workshop and On-site Project
Qatar Shell GTL Limited
Al Mirqab Tower, 12th floor
PO 3747 Doha
State of Qatar

See publication

Tags: Business Strategy, Change Management, Leadership

PS & E&M Report Rationalisation Kaizen Workshop
Shell LinkedIn
November 16, 2009
PS & E&M Report Rationalisation Kaizen Workshop
Date: 16th – 20th Nov 2009
Venue: AOB Aberdeen, UK
Agenda
VSM 'As is" Process Map
Review Ranked Potential Solutions
ESSA - Simpliy - Define Process
“To Be” Process Map - Control Process
Report Request and Approval Template
Roles and Responsibilities (RACI)
Communication of the new process
Project Plan

See publication

Tags: Business Strategy, Change Management, Leadership

NCPOC Work Permit Immigration Improvement Process - Kazakhstan SC1 Workshop Kick-off
Shell Kazakhstan - LinkedIn
September 07, 2009
Steering Committee 1 Workshop Kick-off - 3 Days
Improve NCPOC Kazakhstan Atyrau Immigration Labour Law Process Map prior to the start of Kashagan Oil Production
NCPOC Offices, Atyrau, Kazakhstan

See publication

Tags: Business Strategy, Change Management, Leadership

C02 Reduction and Emission Measurement - Change Vision Workshop Brent Asset (1 of 2)
Shell LinkedIn
May 18, 2009
C02 Reduction and Emission Measurement - Change Vision Workshop Brent Asset (1 of 2 Workshops)
Aberdeen, UK - Shell Woodbank Hotel
One Day Workshop 18th May 2009
Create Business Case for Action and Change Vision with Off-shore Asset Team on Rotation (75 crew)
What Are We Changing?
Where are we today?
Brent team-members believe this change....
Asset C02 Vision Statement

See publication

Tags: Business Strategy, Change Management, Leadership

CNNS “CO2 Reduce Must Win” AIM workshop
Shell LinkedIn
March 18, 2009
CNNS “CO2 Reduce Must Win” AIM workshop - 18 March 2009
C02 Reduction and Emission Measurement - Change Vision Workshop CNNS Asset
Aberdeen, UK - Hilton Treetops
One Day Workshop - 4 Offshore Teams
Objectives:
- Agreed way forward on the CNNS CO2 Reduce Must Win change effort
- Business Case for Action (BCA)
- Identify Key Players (Role Map)
- Support from our Leaders (Sponsorship)
- Implementation History Assessment
- YOUR agreed Brent 10 Step Implementation Plan
- Communication plan & Change Agent Behaviours
- Present back to Management

See publication

Tags: Business Strategy, Change Management, Leadership

C02 Reduction and Emission Measurement - Change Vision Workshop Nelson Asset
LinkedIn Shell International
October 23, 2008
C02 Reduction and Emission Measurement - Change Vision Workshop Nelson Asset
Aberdeen, UK - Shell Woodbank Hotel
One Day Workshop
Create Business Case for Action and Change Vision with Off-shre Asset Team on Rotation (50 crew)
What Are We Changing? Where are we today?
CO2 MW Nelson AIM workshop rev2 (portrait) 23-10-2008.pdf

See publication

Tags: Business Strategy, Change Management, Leadership

Shell Change Management Implementation 3 Day Training for Asset Leader
Shell LinkedIn
September 29, 2008
Shell Change Management Implementation Training for Asset Leaders
XBorder AsseT Leadership Team: Norway - North Sea - UK
Change Management Training & PMO Workshop
29th Sep - 1st Oct, 2008
Garvock House Hotel, Dunfirmline, Scotland, UK

See publication

Tags: Business Strategy, Change Management, Leadership

Lean Black Belt Training - Control Workshop 5 of 5
Shell LinkedIn
May 12, 2008
Shell Process Leadership - Wave 13
Lean Black Belt Training - Control Workshop 5 of 5
Den Haag, NL

See publication

Tags: Business Strategy, Change Management, Leadership

Lean Black Belt Training - Improve Workshop 4 of 5
Shell LinkedIn
April 14, 2008
Shell Process Leadership - Wave 13
Lean Black Belt Training - Improve Workshop 4 of 5
Den Haag, NL

See publication

Tags: Business Strategy, Change Management

Lean Black Belt Training - Analyse Workshop 3 of 5
Shell LinkedIn
March 10, 2008
Shell Process Leadership - Wave 13
Lean Black Belt Training - Analyse Workshop 3 of 5
Den Haag, NL

See publication

Tags: Business Strategy, Change Management, Leadership

Lean Black Belt Training - Measure Workshop 2 of 5
Shell LinkedIn
February 11, 2008
Shell Process Leadership Wave 13
Lean Black Belt Training - Measure Workshop 2 of 5
Den Haag, NL

See publication

Tags: Business Strategy, Change Management, Leadership

Lean Black Belt Training - Define Workshop 1 of 5
Shell LinkedIn
January 14, 2008
Shell Process Leadership - Wave 13
Lean Black Belt Training - Define Workshop 1 of 5
Den Haag, NL

See publication

Tags: Business Strategy, Change Management, Leadership

Improve ISSOW Efficiency DMAIC Project - Control Workshop
Shell LinkedIn
November 30, 2007
Improve ISSOW Efficiency using DMAIC Lean Six Sigma Approach - Control
Inchcolme Room, Mossmorran, UK
Background - The plant is to commence a prolonged rejuvenation programme this year which will cause a significant rise in people and work activities. Improved planning and control of the ISSOW permit process should reduce delays and lead to increased efficiency.
Problem Statement –The permit to work system can cause significant inefficiency if not managed and executed properly. Increased numbers of permits can slow down the process even further, resulting in stress and frustration.
Objective – Improve the Mossmorran ISSOW process to improve work efficiency
Metric Definition – Number of permits and time intervals between each stage of the process.

See publication

Tags: Business Strategy, Change Management, Leadership

Improve ISSOW Efficiency DMAIC Project - Improve Workshop
Shell LinkedIn
August 28, 2007
Improve ISSOW Efficiency using DMAIC Lean Six Sigma Approach - Improve
Inchcolme Room, Mossmorran, UK
Background - The plant is to commence a prolonged rejuvenation programme this year which will cause a significant rise in people and work activities. Improved planning and control of the ISSOW permit process should reduce delays and lead to increased efficiency.
Problem Statement –The permit to work system can cause significant inefficiency if not managed and executed properly. Increased numbers of permits can slow down the process even further, resulting in stress and frustration.
Objective – Improve the Mossmorran ISSOW process to improve work efficiency
Metric Definition – Number of permits and time intervals between each stage of the process.

See publication

Tags: Business Strategy, Change Management, Leadership

Improve ISSOW Efficiency DMAIC Project - Analyse Workshop
Shell LinkedIn
August 13, 2007
Improve ISSOW Efficiency using DMAIC Lean Six Sigma Approach - Analyse
Inchcolme Room, Mossmorran, UK
Background - The plant is to commence a prolonged rejuvenation programme this year which will cause a significant rise in people and work activities. Improved planning and control of the ISSOW permit process should reduce delays and lead to increased efficiency.
Problem Statement –The permit to work system can cause significant inefficiency if not managed and executed properly. Increased numbers of permits can slow down the process even further, resulting in stress and frustration.
Objective – Improve the Mossmorran ISSOW process to improve work efficiency
Metric Definition – Number of permits and time intervals between each stage of the process.

See publication

Tags: Business Strategy, Change Management, Leadership

Improve ISSOW Efficiency DMAIC Project - Kaizen Workshop (Measure & Analysis)
Shell LinkedIn
July 03, 2007
Improve ISSOW Efficiency DMAIC Project - Kaizen Workshop 3rd - 5th July 2007 (Measure & Analysis)
Lean Event Overview Mossmoran, Uk
Charter Review
Process Baseline – Key Charts
Day 1 Overview – Walk the Process - Analysis
Update on latest data
What does Success look like
Value Stream Map
7 Wastes – Tim Wood & 5 Ss
5 Ss
Cause & Effect Diagram
Team Feedback to Champion
Day 2 Overview – New Process – Improve
Brain Storming Solution
Define the new Process Team and Implement
Feedback to Champion
Day 3 Overview – How do we hold the gains - Control
Monitor New Process & prepare a Control Plan
Team Feedback to Champion

See publication

Tags: Business Strategy, Change Management, Leadership

Improve ISSOW Efficiency DMAIC Project - Measure Workshop
Shell LinkedIn
May 21, 2007
Improve ISSOW Efficiency using DMAIC Lean Six Sigma Approach - Measure
Inchcolme Room, Mossmorran, UK
Background - The plant is to commence a prolonged rejuvenation programme this year which will cause a significant rise in people and work activities. Improved planning and control of the ISSOW permit process should reduce delays and lead to increased efficiency.
Problem Statement –The permit to work system can cause significant inefficiency if not managed and executed properly. Increased numbers of permits can slow down the process even further, resulting in stress and frustration.
Objective – Improve the Mossmorran ISSOW process to improve work efficiency
Metric Definition – Number of permits and time intervals between each stage of the process.

See publication

Tags: Business Strategy, Change Management, Leadership

Improve ISSOW Efficiency DMAIC Project - Define Workshop
Shell LinkedIn
May 04, 2007
Improve ISSOW Efficiency using DMAIC Lean Six Sigma Approach - Define
Inchcolme Room, Mossmorran, UK
Background - The plant is to commence a prolonged rejuvenation programme this year which will cause a significant rise in people and work activities. Improved planning and control of the ISSOW permit process should reduce delays and lead to increased efficiency.
Problem Statement –The permit to work system can cause significant inefficiency if not managed and executed properly. Increased numbers of permits can slow down the process even further, resulting in stress and frustration.
Objective – Improve the Mossmorran ISSOW process to improve work efficiency
Metric Definition – Number of permits and time intervals between each stage of the process.

See publication

Tags: Business Strategy, Change Management, Leadership

Improve ISSOW Efficiency DMAIC Project - Kick-off Workshop
Shell LinkedIn
April 04, 2007
Improve ISSOW Efficiency using DMAIC Lean Six Sigma Approach - Kick-off
Inchcolme Room, Mossmorran, UK
Background - The plant is to commence a prolonged rejuvenation programme this year which will cause a significant rise in people and work activities. Improved planning and control of the ISSOW permit process should reduce delays and lead to increased efficiency.
Problem Statement –The permit to work system can cause significant inefficiency if not managed and executed properly. Increased numbers of permits can slow down the process even further, resulting in stress and frustration.
Objective – Improve the Mossmorran ISSOW process to improve work efficiency
Metric Definition – Number of permits and time intervals between each stage of the process.

See publication

Tags: Business Strategy, Change Management, Leadership

Shell Learning Green Belt Training Week 2 of 2
Shell LinkedIn
February 27, 2007
Shell Learning Green Belt Lean Sigma Training Week 2
3 Day Workshop
Houston, Texas, USA
Shell Woodland Training Facility
Modules:
Analyse (finish), Improve and Control

See publication

Tags: Business Strategy, Change Management, Leadership

Shell Learning Green Belt Training Week 1 of 2
Shell LinkedIn
January 30, 2007
Shell Learning Green Belt Lean Sigma Training Week 1
3 Day Workshop
Houston, Texas, USA
Shell Woodland Training Facility
Modules:
Define - Measure and Analyse (started()

See publication

Tags: Business Strategy, Change Management, Leadership

Shell Learning Process Leadership - YB Training - Kristiansund, Norway
LInkedIn Shell
September 27, 2005
Shell Learning Process Leadership - YB Training - EPE, Kristiansund, Norway
Sep 27th - 28th 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 4

See publication

Tags: Business Strategy, Change Management, Leadership

CEO ATM Service Win Back Project - Workshop 6
NCR LinkedIn
July 19, 2004
CEO ATM Service Win Back Project - Workshop 6
NCR Global Procurement Office, Airside, Dublin, Ireland
- Global Team Meeting and prepare CEO Update
Business Improvement and Behaviour Change
19th - 21st Jul 2004
Progress actions

See publication

Tags: Business Strategy, Change Management, Leadership

CEO ATM Service Win Back Project - Workshop 3
NCR LinkedIn
March 17, 2004
CEO ATM Service Win Back Project - Workshop 3
NCR Global Procurement Office, Airside, Dublin, Ireland
- Global Team Meeting and prepare CEO Update
Business Improvement and Behaviour Change
Sun 14th 17th Mar 2004
Progress actions

See publication

Tags: Business Strategy, Change Management, Leadership

CEO ATM Service Win Back Project - Workshop 2
NCR LinkedIn
February 03, 2004
CEO ATM Service Win Back Project - Workshop 2
NCR HQ Dayton, Ohio, United States
Global Team Meeting and CEO Update
Business Improvement and Behaviour Change
3rd - 5th Feb 2004
Progress actions

See publication

Tags: Business Strategy, Change Management, Leadership

CEO ATM Service Win Back Project - Kick-off Workshop 1
NCR LinkedIn
January 14, 2004
CEO ATM Service Win Back Project - Kick-off Workshop 1
NCR Manufacturing HQ, Dundee, Scotland, UK
Global Team Meeting prepare charter and project approach
Business Improvement and Behaviour Change
14th Jan 2004

See publication

Tags: Business Strategy, Change Management, Leadership

Radar

1 Trend
Organisation Building Internal Change Capability

Date : January 28, 2021

Organisational change management, transformations and improvements have become permanent features of the business landscape. Until recently, an organisational leader or manager could just focus on normal day-to-day operations, handing off change management and implementation responsibilities to other people.

Corporate thinking about change management has evolved in recent years and it is considered as a core competence by some leading organisations. Varying degrees of change capability, low employee adoption, lack of sustainability and low benefits realisation have become the drivers to develop corporate change capability. There is now a recognition that delivering each change programme or project using the same change methodology and approach is less confusing and more effective for the organisation. An even more effective and efficient way is to have a single approach to change using a corporate change management framework, models, processes, tools and techniques.

See Radar

Blog

68 Article/Blogs
Eradicate Silos Before Change Implementation
Thinkers360
October 20, 2021

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

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

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

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

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

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

Extract from: Change Management Sponsorship - Leadership of Change®

Change Management Body of Knowledge (CMBoK) Volume 7

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

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

Blog SourceEradicate Silos Before Change Implementation

See blog

Tags: Leadership, Change Management, Business Strategy

a2B Change Management Framework (a2BCMF) - Step #10: Sustain and Close
Thinkers360
October 13, 2021
10th Critical Organisational Change Implementation a2BCMF® Step - Sustain Phase

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

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

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


Business Objectives:

Sustain: Ensuring ongoing benefits delivery and measurement:

~ Benefits Delivery, Transition and Sustainment.

~ Balanced Scorecard.

~ Individual Performance Plan.

Close: Completing administrative activities and formal closure:

~ Lessons Learned.

~ Knowledge Transfer.

~ Transfer of Ownership.

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

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

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

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

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

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

See blog

Tags: Business Strategy, Change Management, Leadership

Kindle Book Published September 30th, 2021 - Change Management Behaviour - Volume 6
Thinkers360
October 06, 2021

Change Management Behaviour - Leadership of Change® Volume 6

Released on Amazon Kindle September 30th, 2021

 Change Management Body of Knowledge (CMBoK) Volume 6

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

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

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

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

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

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

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

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

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

See blog

Tags: Leadership, Change Management, Business Strategy

Coming Soon: Change Management Behaviour - Leadership of Change Volume 6
Thinkers360
September 29, 2021

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

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

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

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

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

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

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

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

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

#LeadershipOfChange #ChangeManagementBehaviour #ChangeManagement

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

See blog

Tags: Business Strategy, Change Management, Leadership

Strategic Portfolio Prioritisation Funnel and Change
Thinkers360
September 22, 2021

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

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

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

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

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

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

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

Blog Source: Strategic Portfolio Prioritisation Funnel and Change

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Business Strategy, Change Management, Leadership

Voted onto the ACMP Global Board of Directors - Peter F Gallagher
Thinkers360
September 15, 2021

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

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

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

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

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

About ACMP - Vision & Mission

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

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

Change Waits for No Leader
Thinkers360
September 08, 2021

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

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

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

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

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

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

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

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

a2B Change Management Framework (a2BCMF) - Step #9: Adoption
Thinkers360
September 01, 2021

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


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


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


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

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

a2B Change Management Framework® (a2BCMF®)

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

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

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Business Strategy, Change Management, Leadership

Change Management Leadership - Responsibility Two of Three: Model the New Way
Thinkers360
August 25, 2021

Change Management Leadership - Leadership of Change® Volume 4

Change Management Body of Knowledge (CMBoK) - Volume 4

Model the new way

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


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

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

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

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

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

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

Strategy Planning and Change Alignment
Thinkers360
August 19, 2021

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

  1. Mission: Defines why we exist and is usually a short and simple statement used to communicate the purpose of an organisation. For example, “…be a global leader in providing our customers with products and services with superior quality and value…” Business improvement could be one of the organisation’s enablers to make this happen.
  2. Values: Represents the core priorities and values of the organisation’s culture, as well as what drives their philosophy, principles and how the organisation truly behaves. In terms of business improvement, this could mean the organisation is committed to constant and ongoing improvement in everything they do.
  3. Vision: Aspiration statement of what the organisation would like to accomplish in the future. It is intended to serve as a clear guide for choosing current and future courses of action, mid-term or long-term. An example, “Our Vision is to put joy in...” Business improvement could support the vision by providing internal capability to drive performance and product quality that will differentiate them from the competition.
  4. Strategy: Intended solution to improve the client's organisation, from their current state 'a' to their desired and improved state 'B'. It is the organisation’s action plan to achieve its business goals and objectives. The detailed portfolio, programmes and projects are developed, approved and resourced at this stage to close the 'a' to 'B' gap.
  5. Balanced Scorecard (BSC): Strategy performance management tool introduced by Kaplan and Norton. It can be used to measure the organisation’s activities in terms of its vision and strategies, providing the CEO and Board with a comprehensive view of business performance. It has four key interdependent elements and improvements should be focused on each one:
  • Finance: Identify a few high-level financial measures that clearly indicate how well the company is doing, with revenue and expenses.
  • Customer: Key issues are customer satisfaction and focus on the delivery of products, services, customer service and as always cost, quality and schedule.
  • Learning: Focus on employee training and capability and how that impacts both individual and corporate improvement. Business improvement fits really well within the BSC as it can improve both employee skills and improve their ability to impact the other three elements.
  • Processes: Focus on internal business processes and measure if they are effective and efficient in terms of delivering to the customer.
  1. Portfolio: The strategy will define the portfolio of programmes and projects that the organisation will implement to deliver improved business results, enhance products or services, improve quality, schedule and finance performance. Business and process improvement could be one of the programmes to help enable the delivery of those business goals and objectives.
  2. Annual Personal Performance Plan:Individual improvement targets are the vehicle to support personal development planning, but they also allow the organisation to link learning to their strategy. They should be SMART, linked to the BSC and the business improvement programme and projects.

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

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

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

2nd Anniversary of my Change Management Handbook - Pivotal in Creating CMBoK
Thinkers360
August 11, 2021

Change Management Handbook - Leadership of Change® Volume 3

Change Management Body of Knowledge (CMBoK) Volume 3

“Change waits for no leader

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

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

Leadership of Change® Volume 1 - Change Management Fables

Leadership of Change® Volume 2 - Change Management Pocket Guide

Leadership of Change® Volume 3 - Change Management Handbook

Leadership of Change® Volume 4 - Change Management Leadership

Leadership of Change® Volume 5 - Change Management Adoption

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

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

Leadership of Change® Volume 6 - Change Management Behaviour

Coming soon:

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

Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

“Enabling the Leadership of Change®

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

Change Management Leadership - Responsibility One of Three: Articulate the Change Vision
Thinkers360
August 04, 2021

Change Management Leadership - Leadership of Change® Volume 4

Change Management Body of Knowledge - Volume 4

First Responsibility: Articulate the Change Vision

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

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

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

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

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

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

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

a2B Change Management Framework (a2BCMF) - Step #8: Developing New Skills and Behaviours
Thinkers360
July 28, 2021

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

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


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



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

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

a2B Change Management Framework® (a2BCMF®)

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

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

Change Leadership Alignment - Step 5: Do You Have Change Leadership Skills?
Thinkers360
July 21, 2021

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

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

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

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

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

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

The five Step Approach to Leadership Alignment includes:

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

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

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

 

See blog

Tags: Leadership, Change Management, Business Strategy

Face-to-Face Vistage Lean Leader Masterclass - July 2021 – Coventry, UK
Thinkers360
July 16, 2021

Lean Leader Masterclass - Leadership of Improvement

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

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

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

Masterclass Sessions

  1. Change Disruption and 4IR:
  • Recognise that 4IR will have a massive impact on the way we live, work, and socialise.
  1. Strategic Planning:
  • Appreciate the importance of linking lean to strategy.
  1. Lean Leadership Masterclass (Main Session):
  • Gain an overview of lean methodologies, tools and techniques.
  • Experience Lean Simulation Phase 1 (As-Is).
  • Perform a Value Stream Mapping (VSM) Exercise.
  • Plan and Execute Lean Simulation Phase 2 using lean tools (To-Be).
  1. Change Management:
  • Understand it is an enabler to lean implementation and employee change adoption.

 

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

 

See blog

Tags: Leadership, Change Management, Business Strategy

1st 2021 Face-to-Face Vistage Lean Leader Masterclass - July 21 – Birmingham, UK
Thinkers360
July 08, 2021

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

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

Masterclass Sessions

  1. Change Disruption and 4IR:
  • Recognise that 4IR will have a massive impact on the way we live, work, and socialise.
  1. Strategic Planning:
  • Appreciate the importance of linking lean to strategy.
  1. Lean Leadership Masterclass (Main Session):
  • Gain an overview of lean methodologies, tools and techniques.
  • Experience Lean Simulation Phase 1 (As-Is).
  • Perform a Value Stream Mapping (VSM) Exercise.
  • Plan and Execute Lean Simulation Phase 2 using lean tools (To-Be).
  1. Change Management:
  • Understand it is an enabler to lean implementation and employee change adoption.

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

Change Management Adoption - Leadership of Change Volume 5: (Released on Kindle)
Thinkers360
June 30, 2021

Change Management Adoption - Leadership of Change® Volume 5

Released on Amazon Kindle Jun 30th, 2021

Change Management Body of Knowledge (CMBoK) Volume 6

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

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

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

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

a2B Change Management Framework (a2BCMF) - Step #7: Manage Resistance
Thinkers360
June 23, 2021

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

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

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

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

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

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

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

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

See blog

Tags: Business Strategy, Change Management, Leadership

ASQ Great Britain Section Webinar Jun 2021 – Peter F Gallagher Speaking on Change Management and Quality
Thinkers360
June 16, 2021

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

      ‘Ten Change Management Lessons Learned Leaders SHOULD Know’

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

 

     Topics include:

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

Practical Takeaways:

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

Change Leadership Alignment: Are you Aligned to Deliver Your Organisation's Change?
Thinkers360
June 09, 2021

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

Background Photo Credit: Josh Calabres

See blog

Tags: Leadership, Change Management, Business Strategy

Change Management - Employee Behaviour
Thinkers360
June 02, 2021

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

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

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

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

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

Change Management Behaviour - Leadership of Change® Volume 6:

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

 

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

#LeadershipOfChange

#ChangeManagement

#ChangeManagementBehaviour

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

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

See blog

Tags: Business Strategy, Change Management, Leadership

ASQ World Conference: Quality and Improvement, May 2021 - Peter F Gallagher Speaking on Change
Thinkers360
May 23, 2021

10 Change Management Lessons Learned Leaders SHOULD Know


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

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

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

Change Management Supporting Sustainable Quality and Improvement Initiatives

Agenda

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

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

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

(c) Summary and Practical Take-Aways

 

Practical Takeaways

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

Conference Theme Details:

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

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

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

Status: no in-person attendance

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

a2B Change Management Framework (a2BCMF) - Step #6: Assess Readiness
Thinkers360
May 16, 2021

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

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

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

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

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

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

 

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



a2B Change Management Framework® (a2BCMF®)

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

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

 

#LeadershipOfChange

#ChangeManagement

#ChangeManagementFramework

 

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

 

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

See blog

Tags: Business Strategy, Change Management, Leadership

Change Management Sponsorship - Three Main Responsibilities
Thinkers360
May 08, 2021

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

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

The three critical sponsorship responsibilities to successfully implement change are:

Say: Communicate the change

Support: Provide resources, engage and coach

Sustain: Intervene, reward and embed

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

“We enable the Leadership of Change®”

Find out more:

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

#LeadershipOfChange

#ChangeManagementSponsorship

#ChangeManagement

See blog

Tags: Leadership, Change Management, Business Strategy

Business Communication Delivering Organisational Value
Thinkers360
May 01, 2021

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

 

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

 

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

 

Important Elements of Organisation Communication:

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

#LeadershipOfChange

#ChangeManagement

#ChangeManagementGamification

#a2BConsulting C-Suite Change Consulting

See blog

Tags: Business Strategy, Change Management, Leadership

Change Management Gamification Leadership - Choose Your Change Tactic
Thinkers360
April 24, 2021
We use gamification so that your leadership and employees can learn, test and prepare for your organisational change Change Management Gamification Leadership We use gamification (both virtual and face-to-face) during our ‘Change Leadership Alignment’ process. It utilises experiential learning through a change case study where the leadership team gets to assess, select and implement their chosen change tactics through the 10 a2BCMF Steps: · Individually read the four tactics for each a2BCMF Step · Discuss as a team to agree the best tactics · Your team will then receive the stakeholder reactions and outcomes (with scores) · Once all the teams select their tactic for the a2BCMF Step, your team will move your stakeholders on the game board · You can assess and discuss your change leadership knowledge and skills based on the final position of your stakeholders · Your learning can be immediately applied back in the workplace If more employees were better leaders of change, the organisational benefits would be endless. We enable the Leadership of Change Change Management Gamification Change Management Gamification is a growing trend which helps to engage your employees by using gaming methods. We use gamification so that your employees can learn, test and prepare for your organisational change. 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. Article source: https://www.peterfgallagher.com/single-post/change-management-gamification-cmexec-choose-your-change-tactic #LeadershipOfChange #ChangeManagement #ChangeManagementGamification #a2BConsulting C-Suite Change Consulting

See blog

Tags: Business Strategy, Change Management, Leadership

Change Leadership - Model the New Way - No Props Required
Thinkers360
April 16, 2021

Change Leadership - Model the New Way - No Props Required

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

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

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

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

ENABLING THE LEADERSHIP OF CHANGE

Change Management Leadership - Leadership of Change Volume 4

Change Management Body of Knowledge (CMBoK) - Volume 4

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

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

Blog Source: Blog Link:

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

a2B Change Management Framework (a2BCMF) Step #5 - Communicate the Change
Thinkers360
April 07, 2021
5th Critical Organisational Change Implementation Step - Execute Phase Definition: This step is about Change Communication, the missing link between management and employees, and the drumbeat of successful change. 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. “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” Business Benefits: Without consistent and effective communication, change transition will not take place. A good communication strategy and plan will align the workforce, speed up adoption and support benefits delivery. It will support employee transition by building awareness and understanding, minimising resistance, and reducing rumours and fear. Business Objective: To develop and execute a good communication strategy and plan with a feedback loop that will minimise resistance, speed up adoption and support benefits delivery. a2B Change Management Framework (a2BCMF) The a2B Change Management Framework (a2BCMF) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next. The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach and some steps can be performed simultaneously. #LeadershipOfChange #ChangeManagement #ChangeManagementFramework a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification Article source:: https://www.peterfgallagher.com/single-post/a2b-change-management-framework-a2bcmf-step-5-communicate-the-change

See blog

Tags: Leadership, Change Management, Business Strategy

Change Management Leadership - Leadership of Change Volume 4 (Released on Kindle)
Thinkers360
March 30, 2021

Released on Amazon Kindle Mar 30th, 2021

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

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

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

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

• Change Management Fables – Volume 1

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

• Change Management Leadership – Volume 4

• Change Management Adoption – Volume 5

• Change Management Behaviour – Volume 6

• Change Management Sponsorship – Volume 7

• Change Management Gamification Leadership – Volume A

• Change Management Gamification Adoption – Volume B

• Change Management Gamification Behaviour – Volume C

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

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

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

 

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

LSS World Conference: 24 - 25 Mar 2021 - Peter F Gallagher Speaking on Leadership of Change
Thinkers360
March 25, 2021
Three Change Management Lessons Learned Leaders SHOULD Know I will be speaking on the Leadership of Change at the Lean Six Sigma World Conference. Speaking Topic: Three Change Management Lessons Learned Leaders SHOULD Know · 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” The conference attracts international and national experts on topics including innovation, process improvement, and value creation. The 2021 Lean Six Sigma World Conference attracts representatives from all government, for-profit and not-for-profit organizations to share experiences. WHAT MAKES THIS CONFERENCE A CUT ABOVE THE REST? Master Black Belts, Black Belts, Green Belts, and Yellow Belts come together each spring to network, learn from the most experienced practitioners in Lean Six Sigma, and exchange ideas. The American Quality Institute (AQI) will once again host the Lean Six Sigma Virtual World Conference in 2021, building on the success of the highly acclaimed 2019 event. Internationally recognized speakers will address the crowd at this leading event for process improvement professionals. With multiple keynotes, 50+ breakout sessions, expanded sessions and pre- and post-conference activities, the 2021 event aims to be the most comprehensive Lean Six Sigma conference yet again. The conference attracts international and national experts on topics including innovation, process improvement, and value creation. The 2021 Lean Six Sigma World Conference attracts representatives from all government, for-profit and not-for-profit organizations to share experiences. Speaking Topic: Three Change Management Lessons Learned Leaders SHOULD Know Agenda 1. Typical Lean or Six Sigma Project Spend 2. Typical Leadership Approach to Improvement or Change 3. Approaches to Change Management and Benefits 4. Sponsorship 5. Change History Assessment (CHA) 6. Manage Resistance 7. Summary Practical Takeaways 1. Organizational change management is a game changer for success project delivery 2. Proactive critical success factors 3. To achieve future organisational change management success, assess previous change 4. There will always be resistance The entire event will be held virtually. Please click here to view the AQI Zoom+Whova Platform. All attendees will receive login information prior to the conference. Please use the same email that you used to register for the conference. https://whova.com/portal/webapp/alssw_202103/Agenda/1501887/ #LeadershipOfChange #ChangeManagement #ChangeManagementGamification #Actee a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification Blog Reference: https://www.peterfgallagher.com/single-post/three60-leadership-peter-f-gallagher-speaking-on-change-management-to-uk-business-leaders

See blog

Tags: Business Strategy, Change Management, Leadership

Change Management Leadership - Responsibility One: Articulate
Thinkers360
March 17, 2021

Articulate the Change Vision

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

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

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

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

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

Articulate the vision

Model the new way

Intervene to ensure sustainable change.

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

 

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

Leadership of Change® Volume 1 - Change Management Fables

Leadership of Change® Volume 2 - Change Management Pocket Guide

Leadership of Change® Volume 3 - Change Management Handbook

Leadership of Change® Volume 4 - Change Management Leadership

Leadership of Change® Volume 5 - Change Management Adoption

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

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

Coming soon:

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

Leadership of Change® Volume 6 - Change Management Behaviour

Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

“Enabling the Leadership of Change®

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

Change Management Leadership - Leadership of Change Volume 4 (Kindle Release Date)
Thinkers360
March 13, 2021
Will be released on Amazon Kindle Mar 30th, 2021 Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change: Articulate the vision, Model the new way and Intervene to ensure sustainable change. "Organisational change leadership is about effectively and proactively Articulating the vision, Modelling the new way and Intervening to ensure sustainable change" About this book: Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change. Leadership of Change Volume 4 is a change management leadership book that outlines what should be done to successfully implement organisational change to ensure a return on investment, full employee change adoption, and sustainable change. Until recently, an organisational leader or manager could just focus on normal day-to-day operations, handing off change management and implementation responsibilities to other people. Organisational change management, transformation, and improvement have become permanent features of the business landscape. Leading change can be one of the most difficult burdens of a leader’s role, but shareholders of organisations are now starting to demand that the leaders have Leadership of Change capability. This book outlines the three critical leadership of Change responsibilities, structured on the AMI Change Leadership Model: ‘Articulate’, ‘Model’ and ‘Intervene’ to ensure sustainable change. Change implementation is also supported by the a2B Change Management Framework (a2BCMF). "Three critical leadership responsibilities that all leaders should perform to support their organisation's change management implementation success, structured on the a2B Change Management Framework" Other leadership of Change Volumes, available on both Amazon and Google Play: • Change Management Fables – Volume 1 • Change Management Pocket Guide – Volume 2 • Change Management Handbook – Volume 3 • Change Management Leadership – Volume 4 • Change Management Adoption – Volume 5 • Change Management Behaviour – Volume 6 • Change Management Sponsorship – Volume 7 • Change Management Gamification Leadership – Volume A • Change Management Gamification Adoption – Volume B • Change Management Gamification Behaviour – Volume C Find out more: https://www.peterfgallagher.com/single-post/change-management-leadership-volume-4-kindle-release-mar-30-2021 https://www.amazon.com/gp/product/B08N9TF7SC/ref=dbs_a_def_rwt_bibl_vppi_i6 #ChangeManagementLeadership #ChangeManagement #LeadershipOfChange #a2BConsulting offering: C-Suite Change Consulting, Change Leadership Alignment and Gamification

See blog

Tags: Leadership, Change Management, Business Strategy

Change Management Leadership - Three Main Responsibilities
Thinkers360
March 05, 2021

Change Management Leadership: Leadership of Change Volume 4

Change Management Body of Knowledge - Volume 4

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

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

Articulate the vision,

Model the new way and

Intervene to ensure sustainable change.

“We enable the Leadership of Change”

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

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

Leadership of Change

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

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

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

Change Management Gamification Behaviour - Leadership of Change
Thinkers360
February 27, 2021

Coming Soon

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

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

See blog

Tags: Leadership, Change Management, Business Strategy

a2B Change Management Framework (a2BCMF) Step #4: Develop Detailed Change Plan
Thinkers360
February 20, 2021
4th Critical Organisational Change Implementation Step - Plan Phase Develop Detailed Change Plan: This step is about producing a project change plan which should reflect the overall complexity of the change effort and include all the a2BCMFsteps. It should identify all the key activities that are required to deliver the organisation’s change objectives and strategy “Change management is a process that must be planned so it follows a structured approach, transiting the organisation from the current ‘a’ state to the future improved ‘B’ state, aligning employees, processes and systems to achieve adoption and benefits realisation” Business Benefits: The detailed PCP should be used to drive benefits realisation with a special focus on delivery, transition and sustainment. The plan should also drive all of the associated activities, milestones and interconnections to deliver adoption and successful change. “Too many leaders try to install change into their organisation like how they would build flat-pack furniture. No plan is followed, some parts are left out and then they wonder why it does not function” Business Objective: The purpose of developing a detailed change plan is to produce a PCP by documenting the actions, timelines, milestones and resources needed to deliver the successful programme or project. The PCP can then be used to deliver the change. 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. Article source: https://www.peterfgallagher.com/single-post/a2b-change-management-framework-a2bcmf-step-4-develop-detailed-change-plan #LeadershipOfChange #ChangeManagement #ChangeManagementFramework a2B Consulting offering: C-Suite Change Consulting, Change Leadership Alignment and Change Management Gamification

See blog

Tags: Leadership, Change Management, Business Strategy

Change Agents as Business Partners
Thinkers360
February 12, 2021

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

See blog

Tags: Leadership, Change Management, Business Strategy

Change Leadership Alignment - Do You Have a Change Vision?
Thinkers360
February 05, 2021

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

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

"Do you have a change vision?

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

1. Change History Assessment

2. 1:1 Leadership Interviews

3. Strategic Alignment Workshop

4. Develop High Performing Teams

5. Develop Leadership of Change Capability

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