Stakeholder Engagement and Change Management Insights

We explore how various age groups approach change and practical strategies for fostering a more harmonious change environment.

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

Change is both a threat and an opportunity. It's often perceived as disruptive, but it can indeed be a powerful catalyst for growth.

When employees feel connected to a shared purpose, they become ambassadors for the organisation’s success

Picking up our series on Kotter's 8-Step Process for Leading Change, today we look at creating a sense of urgency. Just as Kotter's Emperor penguins seem to have done, the work in this change management case study established an alignment on what the sense of urgency was all about.

Self-limiting beliefs are the stories we tell ourselves—often without questioning—that hold us back from realising our full potential. They emerge from our perceptions and thoughts about who we are, what we can achieve, and what the world expects of us. These beliefs may be silent, they may be louder like whispers or they may speak to us via internal dialogue. However you experience them, they influence our decisions and actions.

Who knew that helping people deal with change involved so much data? Choosing the right metrics in change management assignments is crucial for assessing progress, identifying areas for improvement, and ensuring successful implementation.

We have more technology, on more devices than ever before. This fragmentation creates a dilemma for change communication.

As we continue our deep dive into Kotter's 8-Step Process for Leading Change, we begin with some of the notable recognition and awards his thinking has received, and then look at a case study in forming a strategic vision.

In organisational change management, two contrasting approaches often emerge: the common consulting strategy of maintaining neutrality, and the proactive stance of advocating for desired behaviours. While both aim to facilitate transitions, they differ significantly in execution and outcomes. We look at the pros and cons of each to better understand their implications for managing people's reactions to change.

Nothing in change management is achieved by individuals: change is all about people and how they work together.

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.

By allowing the 8 Accelerators to work iteratively, organisations can address their need for flexibility and agility, enable a continuous improvement mindset, and align with the reality of constant change. This article considers enlisting a volunteer army, and offers a case study to demonstrate how it can work in practice.

Kotter's 8 steps provide not only a structured approach, but an inspiring one. Expressed in familiar business parlance, it's relatively easy to understand their intent and how they fit to create a whole, sound practice of change management. We unpack and provide a case study of 'Institute Change'.

One frequently asked question by professionals considering coaching is 'What does a coach do?' or, put another way, 'What would we do in coaching sessions?' In this blog we share an example that shows what a coaching session might look like.

Traditional change management approaches can be frustrating for leaders due to the requirement for extra training, the potential for reversion to old habits, and numerous distractions. Is there a better way through with B-State Change Management?

The McKinsey 7-S model provides a structured approach for mapping out change initiatives in complex environments, and can potentially help to understand how changes in one area might impact the entire system. By offering a comprehensive view of an organisation’s various dynamics, change managers can use the model to validate locally identified impacts and assess their wider organisational effect.

Having worked in change management across various sectors, organisational structures and change types, there have been common pain points that organisations are slowly getting across, but which can still occur quite commonly. This highlights that people face challenges when accessing change, program and project information, and they are challenges that are relevant across various organisational types and contexts, regardless of the type of change, level of government, or sect

The clue is in the name as we look at how leadership and management intersect to manage change effectively.

Best practice organisations create a change ready culture through embracing the process skills of change management, as well as focussing forward - on the future. Great change cultures understand that we may not know what the change is yet, but we can still be ready to adopt it.