Stakeholder Engagement and Change Management Insights

When making decisions, organisations must be laser-focussed in aligning with their stated culture. This blog looks at two seemingly paradoxical concepts in organisational change - changing culture by not changing it; and the role of friction in decision making.

Change readiness is the proactive approach to anticipating, preparing for, and adapting to change effectively. Depending at which point in time you're approaching an organisation to consider readiness, this term might mean slightly different things.

Strategic alignment is a deliberate process of linking values with overarching transformation goals and showing where change fits in.

By understanding the nuances of change management across different organisational layers, businesses can optimise benefits.

Micro changes in consumer spending aggregate to form market behaviour. Shifts in market behaviour drive the need for businesses to respond.

Change management ensures smoother transitions, engaged people, and better outcomes. It is essential for individuals and organisations because it guides how we prepare, equip, and support people to successfully adopt changes. The absence of effective change management can lead to significant costs and risks. We break down these consequences.

Having a high performing team, and shifting a change into a receptive environment isn't the norm as often as we would like.

Organisations that are able to adapt, innovate, and withstand unexpected challenges are the ones that thrive in the face of uncertainty. Sure, you need resilient people to run a resilient organisation, but the organisation itself needs to have systems, processes, technology, design, ways of working and cultures that future-proof its sustainable success.

The application of change management frameworks is evolving along with business challenges and becoming ever more complex.

Increase the likelihood of realising the benefits you set out to achieve by planning for change sustainability.

Over-promising isn't just a supplier-side problem, the client needs to be complicit in believing the selling points.

Demonstrating short term wins is a great way to help people understand that the change program is serious about delivering.

I'm consistently inspired by the passion and dedication in change management. Yet, I'm also reminded of the universal challenges.

Change management and business transformation are clearly related but they carry different implications for organisations.

For organisations and change managers working towards large-scale changes, a change agent network can be a great tool. We present a concise guide on creating a change agent network that can effectively drive organisational change.

If conscious efforts to foster people's adoption of change weren't required, we would call change something entirely different, such as 'erosion' or 'evolution'. But with people involved, so are their fears, aspirations, and capacity for resilience in the face of transformation. When change management changes, organisations that keep pace retain the competitive advantage they established when they recognised their people as their greatest asset.

When Change Managers and Change Leaders work together to deliver successful change, the resulting partnership can be tremendously satisfying. Organisations can increase their likelihood of success and achieve sustainable results. Effective change implementations require careful planning and a commitment to creating the right kind of environment for the impacted audience to acknowledge, get ready for and adapt to the new state of things.

Change management and project management are both fields where shifts and adjustments are constant. Effective change management can be the differentiator between a project that flounders and one that flourishes. We examine the correlation between project success and the efficacy of change management.

Successful change initiatives are not merely driven by intuition or hunches; they are built on a robust foundation of evidence, data and facts. If the practice of change management can not be validated, it will only get part the way there. Evidence, data, and facts need to guide successful organisational transformations.

The role of a Change Sponsor can be a challenging one, as is having a Change Sponsor understand why their active involvement is essential in bringing about effective change. We look at why just hiring a Change Manager is not enough to get the job done and why the involvement of the Change Sponsor is essential. It all comes down to roles.