This graphic is one I prepared for a meeting of senior change personnel. The initial thoughts of the company organising the event were to speak on something like regulatory changes eg GDPR or MIFID. While these are certainly topical, they are being done-to-death by every consultancy so why should this breakfast invitation stand out and persuade people to attend. My alternative approach was to think about what I see causing issues for those charged with leading change? What

Ever felt as if you are pushing forward, yet moving backward? Well you are not alone. In change, as in life, we can always try too hard. I have experienced personally environments of chronic organisational change, ie change becomes a relentless way of life with the resultant insecurity and fall in results (however you measure results). So what happens when the results are not what is required? Well, you change things. And there is the rub! Personally I once had eight manag

I wish I had a pound for every time I have heard someone involved in managing change comment that it was like herding cats! But maybe that is just what we need to do and, instead of just invoking the thought at moments of frustration, it is something we should be embracing and learning to do better. I love this video made by EDS and screened during the SuperBowl of 2000 I have often commented on how we need to find better ways to deliver business change in this modern world w

The Change Formula is broadly attributed to Robert Gleicher, though I have seen other claims to have been the creator. Whatever the answer it is a very useful tool for anyone looking to mobilise and lead change. The formula is written as C = D x V x F > R One can read this as (C)hange happens when The level of (D)issatisfaction (with the current state of affairs) amongst those involved multiplied by A clear (V)ision of how the future should look multiplied by An understandi