Stakeholder Engagement and Change Management Insights

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

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.

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.

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

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.

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.

Is effective communication the cornerstone of career success? Achieving success isn't just about competence in your field or having a stellar resumé; it's also about how satisfied you feel with your own progress. Effectively communicating your ideas, collaborating with others, and navigating networking and stakeholder or customer relationships are all crucial elements of job satisfaction.

Note:  Please be warned this article deals with discrimination towards people with physical disabilities and quotes an offensive and...

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.

Consider the last time you experienced a major unwanted change in your personal life—a neighbour blocking your view with a new building, a difficult breakup, a health scare, or an unexpected move. These events are deeply emotional and challenging. Unwanted change in the workplace is no different. A sudden shift in responsibilities or a major company restructure can feel as profound as a personal upheaval.

As leaders, our primary responsibility is to grow our business through nurturing and empowering our teams to reach their full potential. There is rarely growth without change. By embracing change as an opportunity for growth and development, we can pave the way for organisational success and cultivate a culture of resilience and innovation.

In order to flex into an agile environment, change managers can provide support in four main ways.

To build change maturity at an enterprise level, organisations need to move through their paces. From having change management scattered around isolated projects, organisations need to build standards, build competency and ensure that change management is a requirement for new projects.

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.

One of the most resistant cultures I've worked with was also where I had one of the most satisfying conversations about sustainability. It was a rainmaker culture.

Large-scale change management inevitably involves technology implementations. The technical teams are very often resourced with expert...

Most of us accept that the world of work is constantly changing. But I was thinking about how the wider world is also constantly in flux,...

When a new change manager begins an engagement, it's common for business leaders to immediately jump to discussions about training. It's an instinctive response, an attempt to grab hold of a tangible solution to an abstract problem. This is the change training myth: the belief that a complex organisational change can be solved by simply providing a training course.

The Real Job of a Change Manager When asked, "What do you do?", the role of a Change Manager is often misunderstood. Many people think...