Stakeholder Engagement and Change Management Insights

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

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.

Change management serves a wonderful core purpose in your organisation and in your life. But in dealing with change in a structured, managed way, you also reap the rewards that aren't always directly attributable to the change effort. In this Saturday catch-up we look at the positive side-effects of change management.

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.

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

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 comes at us, it's tempting to ignore it, hide, put it off or generally just try to escape thinking about it. Leaning in is a great description of what to do when we feel like doing the opposite. If we can develop the habit of leaning in to small changes and large, we'll soon get the hang of a key life skill.

Welcome to our Saturday catch-up! We're thrilled to see such a positive response to our blog. To celebrate, we're sharing a recap of our five most-read articles so far. Here's a look at the topics you've found most interesting, with key takeaways from each.

Coaches are people who've gone before and have substantial experience. They know things. It may have taken you long hours across several weekends to locate and fix a noise in your car engine, but now you know how to do it - it seems easy. Imagine if your neighbour had known how to fix your engine and you could have just learned it from them? What would it have been worth to you?

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

In business, understanding and delighting customers is an ongoing challenge. A positive customer experience (CX) has become a primary differentiator for businesses. Effective change management is the key to navigating this challenge, allowing organisations to adapt and improve smoothly while consistently delivering an exceptional CX.

The size and make up of your change management team is an important consideration for getting the change work done smoothly.

In change management, we often talk about 'what's changing'—the new system, the organisational structure, the policy. But what if the 'how'—the process—is even more important?

Are you struggling with self-doubt, over-preparing for simple tasks, or feeling like you're not good enough for your job? You may be experiencing impostor syndrome, a common psychological pattern where you doubt your accomplishments and fear being exposed as a fraud.

Going slower gives more time and space for stakeholders to become familiar with the change through informal channels: corridor conversations, coffee and catch ups. And informal conversations often elicit more honest feedback than formal channels. It may seem counterintuitive that slowing down to build relationships makes change faster.

As the world continues to shift and we all adjust, we're seeing a fundamental change in how market power operates. If businesses aren't agile enough, they risk being left behind in the coming years. This reflection on 2023 provides lessons for future market behaviour.

In recent years, the tech industry has made strides in acknowledging and addressing the gender gap that has long persisted within its...

Change and transformation initiatives are essential for growth and progress, both in personal and professional realms. However, along the...

In today's rapidly evolving digital landscape, technology professional service startups like www.agenciachange.com have emerged.