Peter F Gallagher

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

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

Professional Scrum Master I
PFG Publishing
July 01, 2017

Professional Scrum Master I

Professional Scrum Master Certification

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

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

Masters in Business Administration (MBA) Distinction
Robert Gordon University (RGU)
November 12, 2016

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

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

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

Manager of Quality/Organizational Excellence Certification - CMQ/OE
American Society of Quality (ASQ)
September 05, 2016

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

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

PMI-RMP #1956698

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

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

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

Certified Change Management Professional (CCMP)
Association of Change Management Professionals® (ACMP®)
August 04, 2016

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

PMI Program Management Professional (PgMP)
Project Management Institute (PMI)
March 27, 2016

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

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

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

PMI Project Management Professional (PMP)
Project Management Institute (PMI)
February 16, 2015

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

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

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

Diploma in Business Management Administration
Open University (OU)
July 31, 1996

Why study Business and Management with The Open University?

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

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

International Advisory Council Member - Human Health Education and Research Foundation
Human Health Education and Research Foundation
August 18, 2021

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

Change Management Gamification Pentalogy Offering Coming in 2022
a2B Advisory Consulting
March 01, 2022

Leadership - Adoption - Behaviour - Sponsorship - Leadership Teams

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

Paperback Published January 2022 – Change Management Adoption - Volume 5
PFG
January 12, 2022

Change Management Adoption - Leadership of Change Volume 5
Released on Amazon January, 2022

Change Management Body of Knowledge (CMBoK) Volume 5

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

a2B Change Management Framework (a2BCMF) - Step #3 Icon: Assess Previous Change
PFG Publishing
October 24, 2020

3rd Critical Organisational Change Implementation Step - Plan Phase

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

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

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

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

a2B Change Management Framework (a2BCMF) - Step #2 Icon: Secure Sponsorship and Resources
PFG Publishing
October 17, 2020

2nd Critical Organisational Change Implementation Step - Plan Phase

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

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

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

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

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

a2B Change Management Framework (a2BCMF) - Step #1 Icon: Change Definition
PFG Publications
October 10, 2020

1st Critical Organisational Change Implementation Step - Plan Phase

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

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



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

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

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

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

Leadership of Change Management Book Quintet

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

Leadership of Change - a2BCMF - 10 Step Quotes
PFG Publishing
August 02, 2020

a2B Change Management Framework - Steps 1 -10 Change Management Quotes

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

Change Management Gamification Benefits
LinkedIn
June 17, 2020

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

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

Record Webinar Learning Day with Luminary - The Why, What and How of Change
PFG Publishing
June 14, 2020

Now Completed: “THE WHY,WHAT,AND HOW OF CHANGE” by Peter F Gallagher (13th of JUNE, 2020)

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


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

Webinar Learning Days with Luminary - The Why, What and How of Change
PFG Publishing
June 05, 2020

Join Peter F Gallagher on the 13TH of JUNE, 2020 discussing “THE WHY,WHAT,AND HOW OF CHANGE” for his segment at 1700hrs(IST) if you are in Colombo, or 1230hrs (BST) London, UK (UTC/GMT +1) for anyone else joining in from around the world.

Join in as we attempt to set a NEW RECORD!

Webinar Learning Days with Luminary - The Why, What and How of Change
PFG Publishing
June 01, 2020

Join Peter F Gallagher: Lead, Follow or Get Out of the Way

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

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

Change Management - Organisation Change Capacity and Workload
PFG Publishing
May 20, 2020

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

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

Change Management Gamification CMExec - Introduction
PFG Publishing
May 18, 2020

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

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

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

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

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

Trusted Adviser: Change Management Leadership
PFG Publishing
February 09, 2020

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

Employee Change Adoption - Aligning the Employee and Organisation
PFG Publishing
February 07, 2020

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

Change Management - Sponsorship is one of the Most Important Elements in any Change Journey
PFG Publishing
February 04, 2020

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

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

Change Leadership Definition
PFG Publishing
December 28, 2019

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

Business Improvement - Transforming Global HR Processes (Case Study)
PFG Publishing
August 21, 2019

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

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

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.

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

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”

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”

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

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”

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"

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

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.

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.

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

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”

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.

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

ACMP Board of Directors
Association of Change Management Professionals® (ACMP®)
September 13, 2021

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

ACMP - Certification Governance Committee Member
ACMP Global
June 01, 2021

he Association of Change Management Professionals is dedicated to advancing the discipline and profession of change management practices that support the success of individual and organizational change for the realization of intended business results.

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

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

ACMP Speaker Committee
Association of Change Management Professionals (ACMP)
June 22, 2020

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

Association of Change Management Professionals (ACMP) UK Vice-President
Association of Change Management Professionals (ACMP) UK
August 01, 2019

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

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

JTL

Company number 02336110

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

Company status: Active

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

Incorporated on: 23 March 2000

Change Management Sponsorship: Leadership of Change Volume 7
Amazon
June 10, 2022

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

Published Paperback: Change Management Behaviour: Leadership of Change Volume 6
Amazon and PFG Publishing
April 12, 2022

Published my latest book on Amazon asa paperback:
Change Management Behaviour - Leadership of Change Volume 6
Change Management Body of Knowledge (CMBoK) Volume 6

Change Management Behaviour: Behaviour change is sometimes required for an organisation to successfully deliver change or transformations to achieve sustainable change and benefits realisation. To change these behaviours, the leaders, sponsor and change team must support employees through the change transition by implementing five key change behaviour life cycle steps: Recognise, Redesign, Resolve, Replicate and Reinforce using the a2B5REmployee Behaviour Change Model.

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

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

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

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

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

Change Management Leadership - Leadership of Change Volume 4

Change Management Body of Knowledge (CMBoK) Volume 4

Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change: Articulate the change vision, Model the new way and Intervene to ensure sustainable change, structured on the AMI Change Leadership Model.

About this Book
Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change. Leadership of Change Volume 4 is a change management leadership book that outlines what should be done to successfully implement organisational change to ensure a return on investment, full employee change adoption, and sustainable change.

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

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

Change Management Adoption: Leadership of Change Volume 5
Amazon
June 30, 2021

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

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

Change Management Gamification Adoption - Leadership of Change Volume B

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



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

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

Change Management Gamification Leadership - Leadership of Change Volume A
Amazon
June 02, 2020

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

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

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

Change Management Handbook - Leadership of Change Volume 3
PFG Publishing
August 14, 2019

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

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

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

Change Management Pocket Guide - Leadership of Change Volume 2
PFG Publishing
April 16, 2019

Change Management Pocket Guide:
This pocket guide contains over thirty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary, structured on the ten-step a2B Change Management Framework.

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

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

Change Management Fables - Leadership of Change Volume 1
PFG Publishing
March 13, 2019

Change Management Fables:
Ten fables about the leadership paradox of implementing organisational change management versus delivering normal day-to-day operations, structured on the a2B Change Management Framework.

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

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

Change Management Handbook 3.3.3 The Importance of Assessing Previous Change
PFG Publishing - The Leadership of Change Volume 3
August 04, 2019

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

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

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

Change Management Gamification - CMExec
PFG Publishing
March 26, 2020

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

About the Leadership of Change
Leadership of Change are change management simulations about strategy execution in large organisations. The games focus on how to implement organisational change to achieve a return on investment, employee adoption and sustainable change. The game takes the participants through the ten key steps to achieve successful change implementation.
​
The Game
The participants are given the responsibility of implementing various strategic change initiatives into a fictional organisation. They must follow a change management framework to implement the change. Their abilities to plan, execute and sustain change are measured throughout the game.
​
The Theory
Leadership of Change is based on the proprietary a2B Change Management Framework, the AUILM Change Adoption Model and the a2B5R Employee Change Behaviour Model.
​
Current Bespoke Gamification Offering
Change Leadership - Change Management Executive (CMExec)
About CMExec: CMExec is a fascinating change management implementation simulation that offers leadership teams and leaders of change experiential learning in a safe environment. This enables them to learn, test and reflect on their change leadership capability and skills.

Change Leadership Alignment Process
PFG Publishing
March 23, 2020

Design Five Step Approach to Leadership Alignment Process

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

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

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

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

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

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

Change Management Glossary
PFG Publishing
February 15, 2020

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

Change Management Practitioner Programme
PFG Publishing
March 10, 2019

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

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

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

What Will You Learn?
The training follows a change programme implementation approach with ten key modules. Each module has an exercise to provide experiential learning and are supported by three critical change models:
~ a2B Change Management Framework (a2BCMF)
~ AUILM – Employee Change Adoption Model
~ a2B5R – Behavioural Change Model
The course also develops facilitation and trusted adviser skills.
​
Organisation Leadership Benefits
Having internal Change Management Practitioner capability gives the organisation competitive advantage and agility to deal with internal and external change. The leadership team can then adapt quickly to change, reduce employee resistance, implement change and obtain the Return on Investment (ROI). Leaders who manage change remove obstacles affecting efficiency, helping to maintain company productivity whilst reducing change implementation time.

Change Management Sponsorship: Leadership of Change Volume 7
Amazon PFG Publishing
November 11, 2021

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

Change Management Behaviour: Leadership of Change Volume 6
PFG and Amazon
September 30, 2021

Change Management Behaviour: Leadership of Change Volume 6 (Leadership of Change - Change Management Body of Knowledge (CMBoK) Volumes)

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

Change Management Leadership - Leadership of Change Volume 4
Amazon
March 30, 2021

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

Change Management Handbook: Leadership of Change Volume 3
PFG Publishing
August 04, 2019

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

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

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

Change Management Pocket Guide: Leadership of Change Volume 2
PFG Publishing
April 16, 2019

Change Management Pocket Guide:
This pocket guide contains over thirty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary, structured on the ten-step a2B Change Management Framework.

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

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

Change Management Fables: Leadership of Change Volume 1
PFG Publishing
March 17, 2019

Change Management Fables:
Ten fables about the leadership paradox of implementing organisational change management versus delivering normal day-to-day operations, structured on the a2B Change Management Framework.

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

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

a2B Advisory Consulting
a2B Advisory Consulting
September 29, 2016

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

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

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

Change Leadership Alignment Process
PFG Publications
May 19, 2020

Five Step Approach to Change Leadership Alignment
The five steps of the change leadership alignment process (Figure 3.1.1) are:
Step 1 - Change History Assessment (CHA): The CHA data driven approach to establish how successful the organisation was at previous change. It provides organisational insights that can increase the likelihood of successful implementation through the analysis of lessons learned, mitigating previous weaknesses and enhancing future success.
Step 2. 1:1 Leadership Interviews: Interview with each of the leadership team to establish the gaps within the organisation and the barriers to implementing strategic change successfully.
Step 3. Strategic Alignment: The leadership team should be aligned with the organisation's strategic priorities and their vision for change should be prepared.
Step 4. Develop High Performing Teams: The leadership team will have to have trust and stay committed so they can achieve their strategy change objectives and goals.
Step 5. Develop Leadership of Change Capability: Change management gamification will be used for experiential learning during a change case study where the leadership team gets to assess, select and implement their chosen change tactics through three simulation change phases: Plan, Execute and Sustain.

Change History Assessment (CHA)
SlideShare
June 15, 2017

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

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

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

ACMP Turkey: 24th Nov 2021 - Peter F Gallagher Speaking on the Leadership of Change
ACMP Turkey and PFG
November 24, 2021

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

ASQ EMEA Virtual Conference: Nov 2021 - Peter F Gallagher Speaking on Change Leadership Lessons
PFG Publishing
November 10, 2021

10 Change Management Leadership Lessons Learned - All Leaders SHOULD Know

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

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

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

Agenda
Learning objectives:
1. Change Definition
2. Secure Sponsorship and Resources
3. Access Previous Change
4. Develop a Detailed Change Plan
5. Communication the Change
6. Change Readiness
7. Manage Resistance
8. Develop New Skills and Behaviours
9. Adoption
10. Sustain and Close
Summary and Practical Take-Aways
Q&A

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

ACMP East Coast Australia: Nov 2021 - Peter F Gallagher Speaking on the Leadership of Change
PFG
November 09, 2021

Change Management, Leadership Responsibilities and Enablers
The Association of Change Management Professionals East Coast Australia Chapter invites you to our pre-launch event: Tuesday 9th Nov 2021

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

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

Peter F Gallagher Speaking to UK Key Executives - Lean Leader Masterclass - Coventry, UK
PFG Publishing
July 15, 2021

Lean Leader Masterclass - Leadership of Improvement Vistage Group 250 - Birmingham – July 15 2021

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

July 15, 2021
Lean Leader Masterclass - Leadership of Improvement

Vistage Group CE5 - Coventry – July 15 2021

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

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

Lean Leader Masterclass - Leadership of Improvement

Vistage Group CE5 - Birmingham – July 1 2021

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

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

Leadership of Change

Ten Organisational Change Management Lessons Learned

Peter F Gallagher

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

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

Leadership of Change: Three Change Management Lessons Learned
Scottish Programme and Project Group (SPPMG)
April 04, 2019

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

Leadership of Change: 10 Change Management Lessons Learned
PFG Speaks
June 21, 2018

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

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

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

Peter F Gallagher Change Management Keynote - Edinburgh, UK
Vistage UK & PFG Speaking
May 10, 2018

Change Management Lessons Learned Leaders SHOULD Know

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

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

Afternoon: MINI MASTERCLASS

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

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

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

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

Inside Track Podcast - Episode #21 - Peter Gallagher
The Transformation Leaders Hub
November 06, 2020

INSIDE TRACK PODCAST #21 PETER F GALLAGHER
Tony is delighted to be joined on today's show by Peter F Gallagher - a Change Management Global Thought Leader, International Corporate Conference Speaker, Author and Leadership Alignment Coach.

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

Do you have a change vision?

Are you aligned on your strategic objectives?

Are you a high performing team?

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

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

Enjoy this highly informative episode.



About Peter Gallagher

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

Innohour: Delivering Fresh Ideas to Your Most Pressing Problems
PFG Publications
September 02, 2020

Topic: Technology and Change Resistance

Think change management and resilience training.

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

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

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

Change Management Post-COVID 19: The Future of Work is Now
Association of Change Management Professionals (ACMP)
July 08, 2020

The Association of Change Management Professionals invites everyone to attend the webinar: “The Future Of Work" on Wednesday, 08 July.

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

NOTE: This session will be held twice:

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

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

Lead, Follow or Get Out of the Way
LinkedIn
June 13, 2020

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

Block your calendars because Saturdays are Learning Days with Luminary!

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

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

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

Interviewed by Lili Boyanova - Think Change management
PFG Publishing
May 13, 2020

Number 44 in Lili's quest to have lunch with 100 new people in 2020 is Peter F Gallagher.

Think change management and resilience training.

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

Business Talk Radio - Interview with Peter F Gallagher
Business Talk Radio
March 05, 2020

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

Association of Change Management Professionals (ACMP) UK Chapter
Association of Change Management Professionals (ACMP)
August 17, 2021

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

American Society for Quality (ASQ)
American Society for Quality
May 24, 2021

ASQ membership
Member Type:Professional Membership
Member Number: 65426818
1st May 2018 - 30th April 2019

Association of Change Management Professionals (ACMP) UK Chapter
https://www.acmpglobal.org/group/UK%20Chapter
September 09, 2020

ACMP is the leading resource for the global community of individual change management practitioners. By facilitating connections between its membership community and commercial, government, nonprofit and educational organizations of all sizes, ACMP provides a community for its members to belong, learn, and thrive.
5th Year: 8/9/2020
https://acmpuk.co.uk

Association of Change Management Professionals (ACMP) UK Chapter
Association of Change Management Professionals (ACMP)
May 09, 2019

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

Project Management Institute, Inc Membership
PMI
January 20, 2019

Membership
PMI ID: 3308853
20 January 2019 for one year

Association of Change Management Professionals (ACMP) UK Chapter
https://www.acmpglobal.org/page/member_benefits
September 09, 2018

ACMP is the leading resource for the global community of individual change management practitioners. By facilitating connections between its membership community and commercial, government, nonprofit and educational organizations of all sizes, ACMP provides a community for its members to belong, learn, and thrive.
3rd Year: 9/9/2018
https://acmpuk.co.uk

American Society for Quality (ASQ)
American Society for Quality
May 01, 2018

ASQ membership
Member Type:Professional Membership
Member Number: 65426818
1st May 2021 - 30th April 2022

Association of Change Management Professionals (ACMP) UK Chapter
Association of Change Management Professionals
August 16, 2017

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

Association of Change Management Professionals (ACMP) Global & UAE
Association of Change Management Professionals
June 01, 2016

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

Tags: Business Strategy, Change Management, Leadership

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

Change Management & Gamification

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

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

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

Resignation vs Re-emergence Round Table Discussion - ACMP East Coast Australia Chapter
ACMP East Coast Australia Chapter
February 16, 2022

Wednesday 16 February 6.00pm to 7.30pm (AEDT)

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

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

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

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

Kuwait Leadership Day Panel Discussion 2020
PFG Speaks
February 11, 2020

Kuwait Leadership Day - 11 Feb. 2020 - Jumeirah Beach Hotel, Kuwait

Panel question and answer session post speaker session

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

Peter, Mark and Joe answer questions on leadership.

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

DIGIT IT Leaders Conference
PFG Speaks
June 21, 2018

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

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

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

a2B AUILM Model: Employee Adoption Lifecycle
a2B Advisory Consulting
January 19, 2018

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

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

a2B Change Management Framework (a2BCMF)
Intellectual Property Office - UK Government
October 15, 2017

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

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

Human Health Education and Research Foundation (HHERF)

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

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

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

Quote on Change Adoption

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

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

Change Leadership Quote - Peter F Gallagher
LinkedIn
March 30, 2021

"Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership"
PFGQC56-ChanWaitDay-20210203
Posted on LinkedIn by Camila Santa Maria

Change Management - Employee Change Behaviour Quote
LinkedIn
February 25, 2021

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

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

Change Management Behaviours Quote
Goodreads
December 15, 2020

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

Change Management Quote
Goodreads and PFG
October 21, 2020

“Organisational change adoption must be made easier than keeping the old ways”
Reference: PFGQCAUILM008
Listed on Goodreads
https://bit.ly/3iyuHJc

Employee Behaviour - Change Management Quote
Goodreads PFG
October 06, 2020

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

Narcissistic deluded leaders and sheep
Good Reads
April 15, 2020

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

Change Management Quote Communication
PFG Publishing
March 17, 2019

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

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

VSA International - Speaker Membership
VSA International
June 08, 2020

The Virtual Speakers Association (International) is under application to become part of the Global Speakers Federation.

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

You can join the Association if you:

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

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

Professional Speakers Association (PSA) Member 2018
PSA
April 13, 2018

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

Change Management Masterclass - Peter F Gallagher Speaking to Nexus Leaders, Grantham - UK
PFG
January 19, 2022

1/2 Day Leadership of Change Change Management Masterclass - Grantham, UK - 19th Jan 2022

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

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

Peter F Gallagher Speaking to Vistage UK Chief Executives on the Leadership Of Change
PFG
November 09, 2021

1/2 Day Workshop on the Leadership of Change - Manchester, UK - 9th Nov 2021

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

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

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

Change Management Lessons Learned Leaders SHOULD Know

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

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

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

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

LSS World Conference: 24 - 25 March 2021 - Peter F Gallagher Speaking on Leadership of Change
AQI LSS
March 25, 2021

LSS - 183 The Leadership of Change - Three Organizational Change Management Lessons Learned
4:25 PM-5:00 PM at Gold Zoom Room

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

Typical Lean or Six Sigma Project Spend

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

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

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

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

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

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

Three60 Leadership - Peter F Gallagher Speaking on Change Management to UK Business Leaders
PFG Publishing
January 06, 2021

1/2 Day Workshop on the Leadership of Change - Birmingham*, UK - 6th Jan 2021

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


Change Management Introduction


Ten Change Management Lessons Learned


Change Management Gamification


Change Management Leadership

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

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

Leadership of Change - ASQ Lean Six Sigma Conference 2020 - Phoenix, AZ.
ASQ & PFG Publishing
March 03, 2020

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

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

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

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

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

Linking Strategic Planning, Business Improvement and Change Management

Vistage Group V0058 Belfast
Workshop – May 24 2018

Outline:

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

Key Topics and Points Covered:

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

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

Value and Take Away:

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

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

PSA Speaker Factor Scottish Final – September 2018 - Presenting the Leadership of Change
PFG Publishing
September 08, 2018

rofessional Speaker Association (PSA) Speaker Factor Scottish Final – 8th September 2018- Edinburgh, UK

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

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

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

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

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

Linking Strategic Planning, Business Improvement and Change Management

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

Outline:

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

Key Topics and Points Covered:

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

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

Value and Take Away:

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

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

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

Linking Strategic Planning, Business Improvement and Change Management

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

Outline:

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

Key Topics and Points Covered:

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

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

Value and Take Away:

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

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

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

Linking Strategic Planning, Business Improvement and Change Management

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

Outline:

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

Key Topics and Points Covered:

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

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

Value and Take Away:

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

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

a2B3S Change Sponsorship Model
UK Gov Trademarks
November 16, 2021

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

AMI Change Leadership Model
UK Gov Trademarks
May 21, 2021

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

Leadership of Change - UK GOV Trade Mark
IPO UK GOV
March 20, 2020

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

a2B5R Model: Employee Behavioural Change
a2B Advisory Consulting
February 02, 2018

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

Shell Learning Process Leadership - YB Training - Aberdeen, UK
LInkedIn Shell
December 12, 2006

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

Shell Learning Process Leadership - YB Training - Aberdeen, UK
LInkedIn Shell
November 29, 2006

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

Shell Learning Process Leadership - YB Training - Aberdeen, UK
LInkedIn Shell
April 19, 2006

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

Shell Learning Process Leadership - YB Training - Assen, NL
LInkedIn Shell
March 16, 2006

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

Shell Learning Process Leadership - YB Training - Aberdeen, UK
LInkedIn Shell
November 01, 2005

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

Shell Learning Process Leadership - YB Training - Aberdeen, UK
LInkedIn Shell
October 24, 2005

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

Shell Learning Process Leadership - EPE YB Training - Den Haag, NL
LInkedIn Shell
June 07, 2005

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

Shell Learning Process Leadership - YB Training - EPE, Aberdeen, UK
LInkedIn Shell
May 10, 2005

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

Shell Learning Process Leadership - EPE YB Training - Assen, NL
LInkedIn Shell
May 10, 2005

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

Shell Learning Process Leadership - EPE YB Training - Assen, NL
LInkedIn Shell
March 16, 2005

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

Training: Six Step Global Procurement Process (“GPP”) - APAC16
NRC LinkedIn
June 16, 2004

Six Step Global Procurement Process (“GPP”)
Global Procurement Process (#21943)
Corporate Procurement 4 hour - Commodity Director Team
Remote to various APAC locations (UK midnight)

Training: Six Step Global Procurement Process (“GPP”) - APAC14
NRC LinkedIn
December 17, 2003

Six Step Global Procurement Process (“GPP”)
Global Procurement Process (#21943)
Corporate Procurement 4 hour - Commodity Director Team
Remote to various APAC locations (UK midnight)

Training: Six Step Global Procurement Process (“GPP”) - APAC12
NRC LinkedIn
September 17, 2003

Six Step Global Procurement Process (“GPP”)
Global Procurement Process (#21943)
Corporate Procurement 4 hour - Commodity Director Team
Remote to various APAC locations (UK midnight)

Training: Six Step Global Procurement Process (“GPP”) - APAC11
NRC LinkedIn
June 18, 2003

Six Step Global Procurement Process (“GPP”)
Global Procurement Process (#21943)
Corporate Procurement 4 hour - Commodity Director Team
Remote to various APAC locations (UK midnight)

Business Transformation Journeys - Peter F Gallagher
YouTube
November 16, 2020

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

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

Change Management Gamification CMExec - Virtual Demo Version
YouTube
July 10, 2020

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

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

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

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

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

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

Change Management Practitioner Training Overview in 3 minutes
YouTube
February 26, 2020

Change Practitioner
The Change Practitioner can be invaluable in supporting the delivery of the organisation's change programme, change management framework and benefits realisation. The right training is critical to developing organisation change capability.

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

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

The Leadership of Change: Three Change Management Lessons Learned - Heriot-Watt University - Edinburg
YouTube
April 06, 2019

Scottish Programme and Project Management Group (SPPMG) - Heriot-Watt University - Edinburgh

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

Change Management Overview in 2 minutes
YouTube
February 15, 2019

Change management is the proven game changer to improve capital and positive operating performance, ensuring sustainable organisational cultural change and the new required behaviours.

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

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

a2B Advisory Consulting Overview in 60 seconds - Change Management Experts
YouTube
November 16, 2018

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

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

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

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

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

Change Management - Employee Change Resistance (Keynote extract)
YouTube
November 15, 2018

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

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

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

www.peterfgallagher.com

Change Management - Change Management Framework in less than 2 minutes
YouTube
November 14, 2018

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

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

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

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

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

Change Management - AUILM Employee Change Adoption Model in less than 2 minutes
YouTube
November 14, 2018

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

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

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

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

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

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

Change Management - a2B5R Employee Change Behaviour Model in less than 2 minutes
YouTube
November 14, 2018

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

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

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

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

Change Management - Three Change Management Solutions in less than 2 minutes
a2B Advisory Consulting
November 13, 2018

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

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

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

Role of a Lean Practitioner in less than 2 minutes - Business Improvement
YouTube
March 01, 2018

ean Practitioner Role
Lean Practitioners are valuable assets to the organisation, they are powerful change agents who drive fast, effective organisational improvements. Lean Practitioner can make a real difference to business performance and customer satisfaction. They focus on increasing customer value by removing waste to improve processes, products and services.

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

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

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

Lean Practitioner Training Overview in 3 minutes - Business Improvement
YouTube
March 01, 2018

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

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

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

a2B Advisory Consulting Overview in 60 seconds
YouTube
February 24, 2018

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

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

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

Credits: www.a2b.consulting

Change Management - Change Practitioner Role Overview in 2 minutes
YouTude
February 16, 2018

Change Practitioner Role
The Change Practitioner can be invaluable in supporting the delivery of the organisation's change programme, change management framework and benefits realisation.

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


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

Leadership Responsibilities, Leadership Alignment, Management.
Eventbrite and ACMP UK
November 22, 2021

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

Change Leadership Responsibilities:

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

Change Alignment Leadership:

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

Change Management Gamification:

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

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

ASQ EMEA Virtual Conference: Nov 2021 - Peter F Gallagher Speaking on Change Leadership Lessons
PFG Publishing
November 10, 2021

10 Change Management Leadership Lessons Learned - All Leaders SHOULD Know

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

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

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

Agenda
Learning objectives:
1. Change Definition
2. Secure Sponsorship and Resources
3. Access Previous Change
4. Develop a Detailed Change Plan
5. Communication the Change
6. Change Readiness
7. Manage Resistance
8. Develop New Skills and Behaviours
9. Adoption
10. Sustain and Close
Summary and Practical Take-Aways
Q&A

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

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

Change Management Webinar

Change Management Lessons Learned Leaders SHOULD Know

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

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

Leadership of Change - 10 Change Management Lessons Learned (SpeakerHub)
10Times & SpeakerHub
May 21, 2020

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

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


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

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

Leadership of Change - 10 Change Management Lessons Learned (ACMP UK)
ACMP UK
May 06, 2020

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

ACMP UK’s Webinar: Leadership of Change - 10 Change Management Lessons Learned
Eventbrite
April 28, 2020

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

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

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

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

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

Learning from Past Mistakes for Successful Change Programme Implementation
DIGIT.FYI
June 13, 2018

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

Three60 Leadership - Peter F Gallagher Speaking on Change Management to UK Business Leaders
PFG Publishing
January 06, 2021

1/2 Day Workshop on the Leadership of Change - Birmingham*, UK - 6th Jan 2021

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


Change Management Introduction


Ten Change Management Lessons Learned


Change Management Gamification


Change Management Leadership

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

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

Leadership Alignment High Performing Team Workshop 2 - Dusseldorf
ProudFoot LinkedIn
December 16, 2020

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

Leadership Alignment Gamification Workshop 3 - Dresden
Proudfoot LinkedIn
March 13, 2020

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

Leadership Alignment High Performing Team Workshop 2 - Dresden
Proudfoot LinkedIn
February 26, 2020

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

Leadership Alignment Gamification Workshop 3 - Dusseldorf
Proudfoot LinkedIn
January 29, 2020

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

Leadership Alignment Priorities Workshop 1 - Dresden
LinkedIn
January 23, 2020

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

Leadership Alignment Priorities Workshop 1 - Dusseldorf
Proudfoot LinkedIn
November 13, 2019

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

EY MENA Strategy One Day Workshop - Dubai
EY LinkedIn
March 16, 2016

MENA strategy day
EY Strategy Team - 120 People from across MENA
EY Strategy Team Road
Consultant Presentations
Strategy Leading Practice
Part of EY Learning Week

Improving Governance and Collaboration between the Assets, the Functions and the Contractor Workshop
RGU LinkedIn
August 24, 2015

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

Improving Governance and Collaboration between the Assets, the Functions and the Contractor - Kick-off
RGU LinkedIn
August 06, 2015

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

2020 Planing and Budget Transformation 5th Jun 2013 - #2 Transformation Update
EY Advisor
June 05, 2013

Quarterly Update Change Design Update with Change Design Theatres
Client: Oil Company, Dammam - Saudi Arabia
Executive Manager - Strategic Change and Improvement
Dates Employed: Feb 2012 – Nov 2013
Employment Duration1 yr 10 mos
Location: Bahrain

2020 Planing and Budget Transformation - #1 1/2 Day Project Update
EY Advisory Services
December 16, 2012

Quarterly Update 16 Dec 2012 - Stakeholder Update
Change Design Update
Client: Oil Company, TEC Conference Building, Dammam - Saudi Arabia
Executive Manager - Strategic Change and Improvement
Dates Employed: Feb 2012 – Nov 2013
Employment Duration1 yr 10 mos
Location: Bahrain

Business improvement for Leaders - 2 day Workshop 1 of 1 - Bahrain
EY LInkedIn
October 22, 2012

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

Introduction to business improvement - 5 day Workshop 2 of 2 - Bahrain
EY LInkedIn
October 07, 2012

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

2020 Transformation Programme Launch Workshop
EY Advisory
September 25, 2012

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

Introduction to business improvement - 5 day Workshop 1 of 2 - Bahrain
EY LInkedIn
September 02, 2012

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

Finance Transformation - Workshop Four Transformation Roadmap - Kuwait
EY LinkedIn
July 03, 2012

Finance Transformation - Workshop Four Transformation Roadmap - Kuwait
One day Workshop with Sponsor, Finance Leadership Team
Future State
- Employee
- Process
- System
- Leadership

Finance Transformation - Workshop Three Initial Design Phase - Kuwait
EY LinkedIn
June 19, 2012

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

Finance Transformation - Workshop Two Diagnose Phase - Kuwait
EY LinkedIn
June 05, 2012

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

Finance Transformation - Workshop One Identify Phase - Kuwait
EY LinkedIn
May 01, 2012

Finance Transformation Workshop One Identify - Kuwait
Petrochemical Client
Lead Consultant
Identify 2 Day Workshop: Establish Project Plan and Deliverable with Client

Global HR Lifecycle Lean Change Project 1: HR Offer to Onseat
Shell LInkedIN
May 16, 2011

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

NCPOC Work Permit Immigration Improvement Process - Kazakhstan SC5 Workshop Audit
Shell Kazakhstan - LinkedIn
April 19, 2011

Steering Committee 5 Workshop
Benefit Realisation Audit Review - 1 Days
Improve NCPOC Kazakhstan Atyrau Immigration Labour Law Process Map prior to the start of Kashagan Oil Production
NCPOC Offices, Atyrau, Kazakhstan

Global HR Lifecycle Lean ESSA Change Project 2: HR Off-boarding
LinkedIn Shell
December 13, 2010

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

NCPOC Work Permit Immigration Improvement Process - Kazakhstan SC4 Workshop Actions
Shell Kazakhstan - LinkedIn
September 22, 2010

Steering Committee 4 - Workshop Actions and Change Plan Review - 2 Days
Improve NCPOC Kazakhstan Atyrau Immigration Labour Law Process Map prior to the start of Kashagan Oil Production
NCPOC Offices, Atyrau, Kazakhstan

KCO Hydrotest Lean Project: Phase 2 Kazakhstan, Caspian Sea Island
Shell LinkedIn
September 16, 2010

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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.

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.

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

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.

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.

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.

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

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()

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

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

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

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

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

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.

Organisation Change Leadership Standpoints
Thinkers360
June 07, 2022

Does your sponsor and change team intervene to ensure all the organisation's leaders are effective and proactive?

Leadership involvement in organisation change or transformation can be measured on a spectrum from energised and passionate involvement through to abdication. Three typical standpoints are: 

 

Effective and Proactive

• Articulating a compelling change vision that inspire employees
• Modelling the new way of working and behaving
• Intervening respectfully 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”

 

Indifferent Delegator

• Delegates change leadership responsibility to a direct report
• Appears to be supporting the change programme
• Remains fully focused on normal day-to-day operations

“The change leader cannot be indifferent delegator, they can delegate authority, but they cannot delegate responsibility, if they do, change implementation will fail”

 

Silo Focused

• More loyalty to a specific group/department
• Does not share critical resources with the change team
• Lost sight of the overarching goal of organisational success

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

Unfortunately, only one standpoint ensures change implementation success, maximises employee adoption, provides the targeted return on investment (ROI), benefits realisation and sustainable change. 

“Successful change needs effective and proactive change leadership, leaders who are indifferent delegators or silo focused must be aligned or change implementation will fail”

This blog is based on my book: Change Management Leadership - Leadership of Change^® Volume 4

Blog Source: https://www.peterfgallagher.com/single-post/does-your-leadership-team-exhibit-these-three-change-leader-responsibilities-1

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

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

~ Leadership of Change® Volume 1 - Change Management Fables

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

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

Coming soon:

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

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

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

Change Management Leveraging Diversity, Equity, and Inclusion (DE&I)
Thinkers360
May 30, 2022

"Who we are born as is an accident of time and we are all different, but the important elements of our journey in life are diversity, equity, and inclusiveness"

John Hume, winner of the Noble Peace prize said, “Difference is the essence of humanity. Difference is an accident of birth, and it should therefore never be the source of hatred or conflict. Therein lies a most fundamental principle of peace: respect for diversity.” While John was speaking during a time of deep civil trouble, he recognised the importance of people’s differences. Without diversity, equity, and inclusion (DEI) in the workplace, there may not be a sense of belonging, work life can be very challenging and lead to stress, dissonance, and higher staff attrition rates.

• Diversity: The range of people in your workforce, it refers to anything that sets one individual apart from another. This means having employees with different nationalities, cultures, socioeconomic status, ages, religions, sex and sexual orientation, political perspective, people with disabilities, etc.
• Equity: Providing support based on an employee’s specific needs, promoting justice, impartiality, and fairness, as well as reducing disparity.
• Inclusion: An inclusive workplace means that employees feel valued at work, they can participate and contribute value. An inclusive work environment should lower the risk of negative behaviour, bullying, harassment and discrimination. More importantly, individuals or groups do not feel excluded based on their identity and will be given the same resources or opportunities.

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

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

Creating and ensuring there is a DEI working environment will become something organisations and leaders cannot ignore. Millennials, and those that were part of the great resignation, want purpose and will demand it. A DEI work environment is a lever to enable successful change management, with less time wasted on resistance, fewer cases of employee stress or associated mental health problems, higher adoption rates, high investment returns and the improvement of change and transformation success statistics.

Enabling Change Management

Organisations and leaders who believe in DEI will be focused on ensuring the employee’s change transition experience is positive and enhanced as much as possible. Change Management Leadership’s first responsibility is to ‘Articulatethe Change Vision’. The leadership who should develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values and beliefs. Now more than ever that vision needs to inspire the employee with purpose, because we now live in a world where what an organisation is, what it does and how much money it makes is under significant scrutiny, especially on social media. Millennials, if not already, will make up the majority of the workforce and they advocate that the primary purpose of organisations should be to improve society instead of generating profit. Their attitude to work is also changing. It is moving from “I work to buy stuff that makes me happy” to “I work to make me happy”. They are attracted to working for purpose-led organisations and the change that organisation wants to implement. This is where the working talent will be in the future. The great resignation that occurred during the covid pandemic has amplified how people think about work. The pandemic gave employees time and space to reflect on both their personal and professional lives While there are many reasons employees looked for a new job the recurring themes were work life balance, high levels of innovation, wanting to work from home, not being recognised, a toxic work culture, better options elsewhere.

"Diversity, equity, and inclusiveness (DE&I) is a human right. It should not exclude any group or individual and it should definitely not be used as a weapon to promote the objectives of any party that could be perceived as counterproductive”

This blog is based on my book: Change Management Handbook - Leadership of Change^® Volume 6

Blog Source: Change Management Leveraging Diversity, Equity, and Inclusion (DE&I) (peterfgallagher.com)

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

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

~ Leadership of Change® Volume 1 - Change Management Fables

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

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

Coming soon:

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

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

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

Incremental Change Versus Transformation
Thinkers360
May 11, 2022

“An organisation’s ability to survive is determined by its capability to implement incremental change or to transform”

 

Winston Churchill is credited for the quotation, “to change is to improve, to improve often is to perfect.” An organisation’s ability to survive is determined by its capability to implement incremental change or to transform. The terms ‘change’ and ‘transformation’ are used interchangeably, and although both are about improving an organisation’s performance, they differ in terms of complexity and effort.

The Leadership of Change^® defines that an organisation can improve performance in one of two ways:

• Incremental Change: Small strategic improvements or adjustments that will improve organisational performance but will not alter the organisation’s core.
• Transformation: Fundamental change which takes the organisation in a different direction. This could alter the structure, processes, systems, culture or strategy to improve long-term performance or market position. Transformations are usually driven by the C-Suite as they could include a change to the operating model which would fundamentally alter the way an organisation operates.

It should be noted that these definitions will vary from organisation to organisation, as will the reasons for incremental change or transformation. However, for strategy execution to be successful, both incremental change and transformations will require change management support in terms of a change framework, models, processes and tools, including internal capability. These two change types are developed further below:

Incremental Change

Small strategic improvements or adjustments might include:

• Continuous or business improvement initiatives to make incremental improvements to manufacturing processes.
• Implementation of new computer systems to increase efficiencies.
• Reorganisation of a department to reduce the head count.
• Outsourcing the marketing department because it is no longer considered a strategic core capability.

Transformation

Fundamental changes to the organisation might include:

• Digital transformationto integrate digital technology across the organisation.
• The addition or removal of a product or service within the market.
• Altering the distribution model, for example, a manufacturer starts to sell to the customers directly using e-commerce channels.
• A shift in the business culture of an organisation.
• Making the organisation more future proof to align with technology, competition, consumer trends, etc.

“Any organisation or leader who thinks they can implement a high number of major transformation programme simultaneously probably does not understand the organisation’s capacity for change or their employee’s workload”

Other Considerations:

Organisation Change Capacity: An organisation only has so much capacity for change while normal day-to-day operations continue. Pushing too much change into the organisation will limit successful implementation. It could also put extra workload on the employees who may then resist the change or be unable to adopt the new way of working. There are typically four key organisational capacity components; normal day-to-day operations, unplanned work or rework, mandatory change capacity and finally strategic change capacity. A key question for organisation and leaders when implementing change is, ‘How much capacity for strategic change do we really have?’

Employee Workload:

Workload and organisational change capacity should be a key consideration when changing technology, systems, or processes. If new and additional work is created by the change, then leaders need to remove some of employee’s original workload to enable them to have enough capacity for new activities. Employees who complete our change history assessment^© (CHA^©) consistently score ‘workload’ very low, indicating that the organisation does not consider their workload when implementing change.

 

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

 

This blog is based on my book: Change Management Handbook - Leadership of Change^® Volume 3

 

Blog Source: Incremental Change Versus Transformation (peterfgallagher.com)

 

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

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

~ Leadership of Change® Volume 1 - Change Management Fables

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

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

Coming soon:

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

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

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

Sponsorship Is the Single Most Important Factor in Change Success
Thinkers360
April 26, 2022

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

Well over a decade ago while delivering change, transformation, and improvement programmes I analysed why important strategic initiatives were not as successful as they should have been. Even if these initiatives were critical to the organisation’s success and competitive advantage, they were not fully implemented to provide sustainable change, benefits realisation, and employee adoption. In my early career, I thought that as long as I was leading a good team and the initiative was important to the organisation, then I would not need the support of a sponsor and the leadership. Let me use the three-legged stool metaphor: leg 1 - the team and I, leg 2 - the important critical initiative to the organisation, and leg 3 - the sponsors and leadership team. I used to think if I had a good team, a good project plan, engaged the stakeholders tenaciously and the initiative was important then, with the right effort, strategic execution would naturally happen. A three-leg stool will not wobble but remove one of the legs and you will balance for a while but eventually the stool will fall over. Similar to leg 3 on the stool, 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.

The change sponsor performs three critical Leadership of Change^® responsibilities to enable change projects to be successful. These three critical responsibilities are: Say, Support and Sustain to ensure sustainable change. These responsibilities are further broken down into sub tasks and activities.

 

Responsibility 1: Say - Communicate the Change.

Say is the foundation of change sponsorship, the change sponsor should articulate the strategy, be the face of the change and communicate constantly

The first responsibility for the sponsor in implementing their organisation’s change is to ‘Say - communicate the change’. Say is the foundation of change sponsorship, and the sponsor should articulate the change strategy, be the face of the change and communicate the change constantly. This first change sponsorship responsibility is about communicating the change programme to the impacted stakeholders, explaining the business case for change and outlining the benefits for the organisation and employees, if the change programme is to be successfully delivered.

 

Responsibility 2: Support - Provide Resources, Engage and Coach.

Support is about change execution, the change sponsor should provide quality resources, engage and coach the organisation

The second main responsibility for the sponsor in implementing their organisation’s change is to ‘Support - Provide Resources, Engage and Coach’. Support builds on the previous responsibility, Sayfrom the Plan phase. The focus is now on the Execute phase and in implementing the change. The sponsor will be responsible for providing competent resources to the change programme, engaging the impacted stakeholders across the organisation and coaching the organisation and employees through the change, ensuring they are ready to adopt the new way of working. 

 

Responsibility 3 Sustain - Intervene, Reward, and Embed.

Sustain is the final critical change sponsorship responsibility, the change sponsor should intervene to ensure adoption, reward positive behaviour and embed the new way

It is always impressive when the sponsor gets to this stage in a change programme. The sponsor will have successfully completed their first two responsibilities, Say - communicate the change, and Support - provide resources, engage and coach. The final responsibility for the sponsor in fully implementing their organisation’s change is Sustain - reward, intervene and embed. While the change team and leaders may be feeling some change fatigue, this responsibility must be completed fully and with diligence. The leadership team must therefore support the sponsor to effectively and proactively intervene to ensure sustainable change.

 

This blog is based on my book: Leadership of Change® - Change Management Body of Knowledge (CMBoK) Volume 7

Blog Source: https://www.peterfgallagher.com/single-post/sponsorship-is-the-single-most-important-factor-in-change-success

 

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

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

~ Leadership of Change® Volume 1 - Change Management Fables

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

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

Coming soon:

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

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

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

Stakeholder Engagement and Communication Using the a2B Change Management Roadmap
Thinkers360
April 03, 2022

“A change management roadmap can be a powerful tool to engage and communicate the high-level change strategy, objectives, risks, benefits, milestones and their deliverables, as well as interdependencies with the impacted stakeholders”

The change roadmap is a graphical time order representation of the programme’s intended direction and a set of documented success criteria for each of the scheduled events. It should depict the relationship between programme activities and expected benefits. It should outline the key dependencies between major milestones and communicate the linkage between the business strategy and the key activities of the change approach. It depicts the ten a2BCMF^® steps and presents other information such as the:

• Strategy Statement.
• Change Objectives.
• Challenges or Risk
• Programme Infrastructure.

 

The roadmap should be used as soon as it is approved, and when engaging the various stakeholder groups. When used in conjunction with the elevator speech, it becomes a powerful tool to gain buy-in and support for the change programme, while simultaneously reducing resistance of those impacted by the change. 

Benefits: The roadmap will help to quickly communicate the high-level change plan, benefits and goals, manage stakeholder expectations and generate a shared understanding across the teams involved. It provides valuable input to help develop the detailed change and communication plans.

Change Roadmap - Insights:

• The roadmapappeals to all stakeholders as it provides a quick visual display of the change programme and helps gain change support.
• The roadmapshould be updated regularly throughout the change programme, and openly displayed and shared with all stakeholders.

“There can be no substitute for the detailed programme change plan (PCP). The change roadmap and communication plan are helpful and aligned to the PCP, but they are only supplementary”

This blog is based on my book: Change Management Handbook - Leadership of Change® Volume 3

Blog Source: https://www.peterfgallagher.com/single-post/stakeholder-engagement-and-communication-using-the-a2b-change-management-roadmap

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

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

~ Leadership of Change® Volume 1 - Change Management Fables

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

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

Coming soon:

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

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

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

Change Management Initiative -Business Case Importance
Thinkers360
March 16, 2022

“It is always worth checking that the change programme is not a pet project caused by the hunch and launch syndrome, without strategic consideration or a plan on how the benefits will be realised”

The business case provides the commercial reasons for starting the change programme, as well as justifying the investment of the organisation’s resources, time and effort before starting. It is developed to assess the change programme’s balance between costs and benefits. The business case could either be basic and high-level, or detailed and comprehensive. The business case includes key parameters used to assess the objectives and constraints for the intended change programme. The business case may include details about problems or opportunities; business and operational impacts; cost benefit analysis; alternative solutions; and risks. The business case establishes the authority, intent and philosophy of the business need. It also serves as a formal declaration of the value that the programme is expected to deliver and a justification for the resources that will be expended to deliver it. The four typical components of the business case are:

• Cost Benefit Analysis: A technique used to compare the total costs of the change programme against its benefits, using common metrics (monetary units, market share, etc.). Change programme decisions are based on whether there is a net benefit or cost to the approach, i.e. total benefits minus total costs.
• Alternative Solutions: Assessing other possible courses of action, solutions or change programmes. It is about asking an independent and challenging question, ‘Are there alternatives and have they been investigated?’
• Risks: The probability of occurrence of a specific event that affects the pursuit of change objectives. Risks are not negative by definition. Risks are potential external events that could have a negative impact (although not always) on the change programme if they occur. Riskalso refers to the combined likelihood of the event occurring and the impact on the change programme if the event does occur.
• Business and Operational Impacts: This relates back to organisational change capacity. The analysis of business and operational impacts could provide invaluable insights to the sponsor and change team. It is about performing a systematic process to determine and evaluate the potential impacts on normal day-to-day operations.

The business case may contain other relevant documents such as the programme charter, but this varies from organisation to organisation. The programme charter is a short document formally issued by the organisation which describes the change programme in its entirety. It provides the programme sponsor with the authority to apply organisational resources, it will also contain the objectives and constraints, solution direction, identified stakeholders, risks, statements about scope, etc.

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

This blog is based on my book: Change Management Handbook - Leadership of Change® Volume 3

Blog Source: https://www.peterfgallagher.com/single-post/change-management-initiative-business-case-importance

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

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

~ Leadership of Change® Volume 1 - Change Management Fables

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

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

Coming soon:

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

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

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

Employee Change Adoption - Aligning Processes, Systems and Leadership
Thinkers360
March 09, 2022

Employee change adoption is fundamental to successful organisational change. 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 adoption of the new technology or new way of working, 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.

Organisational alignment is critical and can be defined as the extent to which employees, processes and systems are coordinated and focused on a common vision. The leadership team and every employee can then effectively pursue the organisation’s strategic objectives. Alignment is the key to any successful organisation during normal day-to-day operations. It is also extremely important when implementing change, especially when there is a focus on either employee change adoption or behaviour change.

Organisational change alignment starts with a compelling change vision that inspires employees and gives them purpose. It is supported by the organisation’s strategy, values and beliefs. The development of this vision relies on effective and proactive change leadership and as the change vision is articulated by the leaders, then organisational change implementation can commence. Successful change requires the alignment of employees, processes and systems, directed by the leadership (EPSL) and supported by the change team. The key elements that need to be aligned are:

• Employees: Individuals hired by an employer to perform a specific role that adds value to the organisation.
• Processes: A system of activities by which a business creates a specific result for its customers. These are the foundation of how the organisation operates.
• Systems: A set of interconnected devices that provide outputs. They execute and control the internal processes and procedures that deliver the organisation’s products or services.
• Leadership: Individuals leading the organisation who are collectively responsible for strategy execution and its inherent change programmes.

These four elements will be needed to transition the organisation from the current ‘a’ state at the start of the change through to the future ‘B’ state. Change implementation will be successful when the employees adopt the change and when the organisation can sustain and close the change programme. Some of the practical benefits of achieving organisation change alignment are:

• Increased speed of change implementation.
• Improved employee engagement and higher adoption rates.
• More effective use of organisational resources.
• Increased leadership credibility and respect.
• Increased customer satisfaction through higher quality products and services.

This blog is based on my book: Change Management Adoption - Leadership of Change^® Volume 5

Blog Source: https://www.peterfgallagher.com/single-post/employee-change-adoption-aligning-processes-systems-and-leadership

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

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

~ Leadership of Change® Volume 1 - Change Management Fables

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

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

Coming soon:

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

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

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

Change Leadership: Traits to Model the New Way
Thinkers360
February 22, 2022

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

Mahatma Gandhi said, “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 copy their behaviour.

Modelling the new way is one of the key tasks leaders of change do not need props for, nor can they delegate this to others. There are three key traits required for modelling the new way:

Change Leadership Capability

Lead with Integrity

Benevolence

Change Leadership Capability: The skills required for leading day-to-day operations are very different to leading change. Organisations invest huge amounts of capital on a change, transformation or improvement initiative and then ask their leaders to lead the implementation without providing any change capability. Change Leadership Capability includes:

• Change Leadership Alignment: The change leadership alignment process is fundamental for leaders to model the new way. This process creates the leader’s change vision, aligns them on their strategic objectives and develops a high performing team, as well as change skills and knowledge.
• Change Knowledge: Change management knowledge is information acquired through sensory input, such as reading, watching, listening, etc.
• Change Skills: Change management skills refers to the ability to apply change management knowledge during change implementation. It is best to practice the application of any newfound skills, and change management is no different.

Lead with Integrity: One of the most important characteristics of any leader is integrity. This becomes even more critical when leading change. As a leader of change, you are leading the organisation and its employees on a change journey. The Leadership of Change^® requires integrity and honesty, and the leader should have both morals and credibility. Leading with integrity includes:

• Honesty: Leader honesty is one of the key pillars of positive employee relationships and successful change. Organisational change often means making changes that can be described as unpleasant, at the very least.
• Moral Leadership: There is much research to indicate that organisational leaders who value morality outperform their unethical peers. While most employees believe moral leadership delivers better business results and more successful change, few believe that leaders demonstrate these qualities consistently.
• Credibility: Credibility is about trust, respect and being believable, and this is especially important for leaders of change. Credibility is evident when the employees believe what their leaders say and do.

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

• Empathy: Empathy is the ability to share an employee’s feelings or experiences by imagining what it would be like to be in that employee’s shoes. The change leader’s ability to sense an employee’s emotions about their new workload, new skills and behaviours and how the change is impacting them personally will make a big difference in how the employee embraces the change.
• Humility: Humility is the quality of recognising that you do not have all the solutions, you are not perfect. Socrates argued that humility is the greatest of all virtues.
• Respectful Leadership: Respect is about showing admiration for an employee, appreciation for their role and contribution within the organisation. No matter what role an employee does within an organisation, they all want respect for what they do.
  

This is an extract from: Change Management Leadership - Leadership of Change^® Volume 4

Blog Source: https://www.peterfgallagher.com/single-post/change-leadership-traits-to-model-the-new-way

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

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

~ Leadership of Change® Volume 1 - Change Management Fables

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

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

Coming soon:

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

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

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

Cascading Change Communication Throughout the Organisation
Thinkers360
February 09, 2022

Effective communication is at the heart of successful business change, creating awareness and understanding about the change. Even in normal day-to-day operations many business problems encompass communication failure, equally communication failure causes business problems. All too often organisational leaders and the change team do not give enough consideration towards the need for communication. Change programmes focus on the human side of change within the business and must incorporate a clear, focused and repetitive approach to communication, which is strongly linked to their engagement with stakeholders. It is important that the communication is proactive and consistent to reinforce the key change messages and visionwith a feedback loop.

A multi-level fountain is a great metaphor to show how change should cascade down through the organisation. This concept is equally important when communicating the change. The water flows from the top, soaking each layer of the organisation until it reaches the pool at the bottom and then it is pumped back up to the top as part of a continuous loop. The water is the change business case, vision, expectations, responsibilities and business benefits.

Top Down: The cascade approach should start top down from the CEO and sponsor, be passed to and from the executive team to the department managers and finally to all other employees. Like the water in the fountain, no level should be missed or bypassed.

Between Departments: Horizontal and diagonal communication flow is also important to ensure departments are aware of what each other are doing. Benefits include collaboration, coordination, problem solving and resource sharing.

Feedback Loop: In the fountain, the water must be returned to the top to ensure a continuous flow. Similarly, the organisation needs feedback from the employees in the organisation. The feedback loop should provide insights into what is/is not working and what needs to be adjusted.

No Vacuums: Vacuums will always exist when change is being cascaded. There may be resistance where some employees have other priorities, do not understand the change or do not agree with it. The vacuum should be quickly filled, and any resistance should be addressed.

“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”

Blog Source: https://www.peterfgallagher.com/single-post/cascading-change-communication-throughout-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

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

~ Leadership of Change® Volume 1 - Change Management Fables

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

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

Coming soon:

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

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

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

Change Leadership Alignment - Leadership Teams Question Set
Thinkers360
February 02, 2022

The question set all leadership teams should be able to answer:

Do you understand the organisation's change history?

Do you have a change vision? Are you aligned on your strategic objectives?

Are you a high performing team?

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

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.

What is Change Leadership Alignment?

Change leadership alignment ensures that the organisational leaders are an aligned leadership team before they start their organisation's change implementation. This means they understand the organisation's change history, they have the same change vision, they are aligned on their strategic objectives, they are a high performing team, and they have the change leadership skills to lead the change, transformation, or improvement that their organisation is facing.

Why is Change Leadership Alignment important?

Change leadership alignment is important because the skills required for leading day-to-day operations are very different to change leadership. Without aligning and preparing the leadership for their change journey, it is highly doubtful they will successfully implement organisational change to ensure a return on investment, achieve full employee change adoption, and sustainable change.

What are the key steps of Change Leadership Alignment?

Change leadership alignment has five key steps:

1. An assessment of previous change history to establish what went well and what needs to improve.
2. 1:1 Interviews with the leadership team to establish barriers and enablers to change success.
3. A strategic alignment exercise to ensure the leaders are aligned on the organisation's change priorities.
4. Develop a high performing team so the leaders can deliver the change together.
5. Develop Leadership of Change® capability, the knowledge, and skills to lead employees through the change.

When does Change Leadership Alignment start?

Change leadership alignment starts on day zero of any organisation's change journey. Unless the leadership team are aligned and committed, the change is unlikely to provide the targeted return on investment (ROI).

“Change waits for no leader”

Blog Sources: https://www.peterfgallagher.com/single-post/change-leadership-alignment-leadership-teams-question-set

 Book Details: https://amzn.to/3IRwjea

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/
https://www.amazon.com/Peter-F-Gallag... 

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

Change Management Leadership Responsibility 3
Thinkers360
January 26, 2022

Including the 3 sub responsibilities

Responsibility 3: Intervene to Ensure Sustainable Change

The final responsibility for the leadership team in fully implementing their organisation’s change is ‘Intervene to ensure sustainable change’. Now that the leader’s change vision has been implemented, this is about making it sustainable and normal day-to-day operations. It is important that the leadership team are effectively and proactively intervening to reinforce the change.

“Without Intervention from leaders, the change will not be adopted or sustained”

Sub responsibility 3.1: Intervene to Ensure Adoption

No matter how well the change has been implemented into the organisation, it is unlikely that everyone will adopt the change right away. Full change adoption success will require intervention from leaders to ensure sustainable change. This task cannot be done by just the change team and the sponsor. The leader must also do this as part of their daily tasks.

“The only thing necessary for the change adoption to fail are leaders and managers who do not intervene to reinforce change”

Sub responsibility 3.2: Link Performance Measures

Most of the change programme activities will have been completed by this stage. The organisation will have invested a large amount of financial capital, resources and effort on this critical strategic change programme. Most of the programme budget will have been spent and it is now time to focus on benefits realisation, linking the benefits to organisational reporting and every employee’s objective.

“Change and benefits sustainment must be linked to the organisation’s and employee’s performance metrics”

Sub responsibility 3.3: Embed as Normal Operations

By this point in the change programme nearly all the leadership change responsibilities will have been completed. There are only three activities remaining, but they cannot be glossed over, or all of the previous hard work will be wasted. The first and most important sub activity is to transfer ownership of the project from the change team to operations or the new owner. For this to be effective, it must be a structured and formally recorded process.

“The change must be quickly embedded as normal day-to-day operations delivering the intended return on investment”

Blog Source: https://www.peterfgallagher.com/single-post/change-management-leadership-responsibility-3-including-the-3-sub-responsibilities

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

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

~ Leadership of Change® Volume 1 - Change Management Fables

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

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

Coming soon:

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

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

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

ACMP UK Webinar - Wednesday 12th Jan 2022 - Three Key Topics on the Leadership of Change
Thinkers360
January 05, 2022

Peter uses the Leadership of Change® in his engagements with organisational leaders to prepare them for their change or transformation journey. In this webinar, he will speak on three associated topics:

1. 1. 1. Change Leadership Responsibilities
      2. Change Leadership Alignment
      3. Change Management Gamification

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

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

"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"

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

"We use change management gamification so Leadership of Change® skills and knowledge, can be learnt, discussed, and tested before they are applied back in the workplace"

I first joined the ACMP in 2016 and passed the highly recognised Certified Change Management Professional™ (CCMP™) closed book exam and was one of the first 500 people globally to achieve the designation. I joined the board of the ACMP UK Chapter as Vice President in 2019, voted into the role by ACMP UK members and I held the position for two years, August 2019 to September 2021. It was a great pleasure to then be voted, by global ACMP members, onto the ACMP Global BoD in September 2021. I am very proud to be part of this great profession.

Eventbrite Details: https://bit.ly/3pRYvXU 

Blog Source: https://www.peterfgallagher.com/single-post/acmp-uk-webinar-peter-f-gallagher-speaking-on-change-leadership-alignment-and-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: Books, Biography, Blog, Audiobooks, Kindle

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

~ Leadership of Change® Volume 1 - Change Management Fables

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

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

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

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

Coming soon:

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

~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship

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

Free Change Management Glossary Access – Now More Than 200 Terms
Thinkers360
December 22, 2021

Thank you to everyone who read my blogs in 2021 and especially for the engagements, sharing your insight and the likes.

Please feel free to access this comprehensive change management glossary that contains more than 200 terms providing clear and simple descriptions to boost your organisational change management knowledge.

***Happy holidays and best wishes for 2022***

Web link: https://www.peterfgallagher.com/change-management-glossary 

      Sample:

Change Fatigue: A general sense of apathy or passive resignation towards continual organisational changes by individuals, teams or leaders.

Change Freeze: The point at which scope changes to a programme are no longer permissible.

Change History Assessment© (CHA©): This can be used to assess and review the outcomes of earlier change programmes and initiatives. It provides organisational insights that may increase the likelihood of successful implementation through the analysis of lessons learned, mitigation of previous weaknesses and enhancement of future success.

Change Impact: How employees, processes, systems and the organisation are affected during the transition from the current ‘a’ state to the improved future ‘B’ state.

Change Initiative: The name given to an organisational change programme or improvement project.

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. The change leader has three key responsibilities for the successful leadership of change, they are ‘Articulate’, ‘Model’ and ‘Intervene’.

Change Management: A field of management focused on organisational change which is the practice of applying a structured approach to transition an organisation from the current ‘a’ state to the improved future ‘B’ state to achieve change adoption and the expected benefits.

Change Management Definition: As per the Leadership of Change® - Change management is the process, techniques and tools to support
organisations, leadership teams and employees going through a change
transition from the current ‘a’ state to the improved future ‘B’ state. 
It minimises organisation disruption and maximises benefits.

Change Management Framework: See ‘a2B Change Management Framework’.

Change Management Gamification: Change management gamification is an interactive and dynamic way for employees to learn change management skills and knowledge using game characteristics. Gamification can be used by employees to learn, test and prepare for organisational change. 

Change Management Handbook: A book containing instructions or advice about how to do something, or the most important and useful information about a subject. A reference book, in this case, practical change management implementation. This handbook contains the ten-step a2B Change Management

Change Management Pocket Guide: Typically, a small paperback that can be carried in the pocket which provides help on change management. The pocket guide contains the ten-step a2B Change Management Framework® (a2BCMF®) and is supported by over thirty concepts, models, figures, assessments, tools, templates, checklists and plans, as well as a roadmap and glossary.

Blog Source: https://www.peterfgallagher.com/single-post/a2b-change-management-glossary-now-more-than-200-terms

More on the Leadership of Change^® Resources.

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