Stakeholder Engagement and Change Management Insights

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.

Let's have a look at how we're doing so far while going digital in 2024. Read this list with your own business specialisation in mind.

Change management is a dynamic field that must constantly evolve to keep pace with the business environment. This week, we're taking a look back at some of our most insightful blog posts that highlight key trends shaping the practice of change today. From market fluctuations to new methodologies, these articles underscore the importance of adaptability and strategic alignment.

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?

This week, we're focusing on the core themes of effective governance and strategic advisory that are crucial for successful transformations. As a company that offers advisory services for boards and steering committees, we're constantly thinking about the key issues that influence the outcome of major projects.

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

This week, we're taking a look back at some of our most insightful blog posts about the critical role of leadership in change. The articles explore how nurturing teams, promoting healthy work environments, and championing strong communication are all essential for personal, professional, and organisational success.

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.

Businesses crave growth. Exploring new markets, tweaking product lines, and expanding reach through technology are strategic imperatives that every business faces. However, growth without direction can strain financial resources and upset the operational equilibrium.

The core fact that something is about to change is neither positive or negative—it is just different. The reason we can have adverse reactions to change is because we simply don't know yet what will happen as a result of it. The challenges that we face through change are raw materials for creating something new and finding a little treasure. By not viewing uncertainty as a void, but viewing it instead as a blank canvas, we're demonstrating the courage to start moving towards

Organisations face a dual challenge of adapting to change while maintaining effective communication and leadership.

To successfully realise the benefits of remote working, organisations must adapt their strategies, embrace virtual collaboration, build a resilient culture, and redefine leadership.

This Saturday, we're looking back at some of our blog posts that tackle the hardest parts of change. It's easy to feel overwhelmed, but these articles serve as a reminder that there is a path through challenging times.

Effective leadership is not just a desirable trait—it’s an absolute necessity. For seasoned executives, team leaders, or aspiring managers, your skill as a leader can be the actual reason why people get out of bed in the morning.

There seems to be an excitement-remorse cycle of investing the time and energy to set up a change practice, develop or purchase a methodology, hire sound change practitioners, start to execute and implement, and build from project-level support to program level to change portfolio; only to cut the function out of the next financial planning cycle. We explore whether this cycle is optimal for business.