Transformation & ChangeCommunication in Transformation: How Change Reaches the OrganisationCommunication in a transformation lands when it explains every decision and tells each group early what will change in their work …
Transformation & ChangeResistance to Change: Identifying Causes and Adapting LeadershipResistance to change can be traced back to four identifiable causes, and each calls for a different leadership response than …
Transformation & ChangeChange Management: What Makes Large Change Programmes SucceedLarge change programmes succeed when the target picture and accountability are set early and line managers demand the change in …
Transformation & ChangePost-Merger Integration: Uniting Two OrganisationsPost-merger integration (PMI) is the process of combining two companies after an acquisition or merger so that the value expected …
Transformation & ChangeAgile Transformation: Why Programmes Stall After Two YearsAgile transformations stall once the roll-out beyond the pilot teams meets annual budgets, committee approvals and functional …
Transformation & ChangeBusiness Case for Organisational ChangeA business case for organisational change translates the change into process metrics and sets its benefit against the full cost of …
Transformation & ChangeEstimating the Cost of a Reorganisation RealisticallyThe cost of a reorganisation arises in four layers, and the largest never appears on an invoice: the loss of productivity during …
Transformation & ChangePlanning a Reorganisation: Process, Duration and Typical MistakesA reorganisation of medium complexity runs in four phases and takes seven to 18 months until the new structure works in daily …
Transformation & ChangeCo-Determination in Reorganisations: What Decision-Makers Should Consider EarlyIn a reorganisation you involve the works council before the solution is fixed and treat the consultation as a milestone in the …