Expert Series

Overcoming resistance to change

They say people don’t like change. If you think about it that’s not entirely true – as individuals we move house, change jobs, even change our hairstyles. But when it comes to organisational change and business transformation, overcoming resistance to change can feel like the hardest part of the journey for everyone involved. In this…

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Using simulation to predict and prioritise change benefits

The way that we all live and work changed incredibly during 2020. Many industries were turned upside down and as we emerge from the pandemic, how customers and employees are prepared to engage with you is different. For many businesses, the longer-term financial position, and headcount planning, has become much harder to predict. So that…

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Developing Good Change Ideas from As-Is and To-Be Analysis

If you’re looking to change your current operating model or processes, it can be easy to consider the As-Is process – documenting what you have today – as a waste of time. In this next Expert Series article, we look at how going through your current processes before you dispose of them is the fastest…

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Engagement and communication to manage change

Communication and stakeholder engagement represent just one pillar of a robust change management programme, but without handling them effectively, change success is almost impossible to achieve. But what makes them effective? There are a number of key elements, and in this expert series, we focus on one that is often missed or ignored – why…

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Embedding change: give your staff a good change experience

Organisations, and the people within them, make change for a host of very good reasons – a better customer experience, increased revenue, more rewarding roles or improved profitability. They often invest a lot of money and then focus solely on making it happen; leaving how to make the change stick until far too late. In…

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The challenges of compliance-led change

New or updated legislation drives a lot of business change. It’s easy to see legislative change as a necessary evil – the cost to comply in time to avoid penalties. And yet, sometimes new legislation can open up opportunities for new products and services or to improve the customer, stakeholder and employee experience. In this…

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Managing successful M&A programmes

Mergers and Acquisitions can lead to significant and sometimes highly sensitive change programmes that involve more than one organisation and sometimes very different cultures. In this, the next in our Expert Series, we discuss why both the deal rationale and the right type of due diligence are the building blocks for a successful post acquisition…

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As-Is & To-Be for large scale business transformation

When a business is looking to change their commercial focus, it usually involves a new operating model and a degree of structural re-organisation. In this, the next in our Expert Series, we look at how the As-Is and To-Be approach will guide you, and why it’s important to get the org structure confirmed and agreed…

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Bridging the Gap: Transforming IT

So many business transformations involve IT. Whether that’s IT being asked to enable a new business strategy, or a new technology emerging that in itself becomes your new product or service, your IT team are vital to its success. In this Expert Series we share the top tips for transforming IT teams, systems or architecture…

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Realising tangible benefits from business change

One of the things that gives change management a bad name, is just how frequently businesses embark on change programmes that promise much but deliver few tangible benefits in return for the business investment. In this, the next in our next expert series, we tackle the important topic of benefits realisation and how you can…

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Using technology to change behaviour

If there’s one question everyone asks about change, it’s “how do I get people to adopt it?” You’ve launched the new system, process, or product – but your employees are still doing things the same way they always have. They persist with the clunky manual workarounds they always used to complain about, or refuse to…

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Working collaboratively for inclusive change

We’ve all experienced situations where an external consultant joins to help make improvements only to then work separately from the project team. It always feels like they’re basing their decisions on data analysis or the top-down view, not as part of the team doing the work today and after the change has happened. In this…

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