Tips & Tricks

Six organisational culture traits that create change capability and transformation success

Team cultures that super-charge change Organisational change capability varies significantly. An organisation’s ability to respond effectively and succeed with change is, more than ever, a powerful competitive differentiator. However, the term ‘organisational change capability’ alone sounds pretty abstract. For business leaders accustomed to dealing with clear-cut numbers, metrics and results it can be hard to break-down this concept into understandable and actionable chunks. This begs the question: what are the traits of a change capable business and how do you create them? Below are six organisational culture traits that fuel an organisational change capability, along with some tips on how to bring them to life. They have highly ‘team oriented’ mindsets People that care deeply about the team’s success adopt change faster than those who care predominately about themselves. If the change clearly benefits the team, they’ll get on board. They know what benefits the team, will inevitably benefit them.…

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Key ingredients for successful outcome focused project workshops

Why are we here again? You’ve been invited to a full-day workshop. You know it’s important as you’ll be discussing a big project and lunch is included. You get there and everyone is keen to share their ‘two cents’ – their big ideas, their concerns, the risks, issues and impacts. But what do you intend to do with all this input? Is everyone clear what kind of input they are meant to provide at this point? How do you avoid this just becoming a ‘talk-fest?’ Why do we all feel overwhelmed? What is the specific purpose and intended outcome of the workshop? Too often we lose sight of our purpose. Workshops are useful collaboration channels but if planned and managed wisely, they can be incredibly powerful value-creating inputs into your change vision and strategy – a chance to align key people; to extract relevant subject-matter; and to ensure progress to…

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How measuring success at the start can lead to victory at the end

Begin with the end in mind… and know how to measure it Australia is a sporting nation and whatever sport you follow – win or lose – when the dust has settled on all the celebrations, accolades and sometimes recriminations (don’t mention the Bledisloe) we ask ourselves what makes the difference between the winners and the losers?  No doubt it’s the performance on the day, but you wouldn’t get anywhere close without the right preparation.  Planning for success begins on Day 1 of training.  And isn’t that the same in organisational change? Begin with the end in mind… and know how to measure it as Stephen Covey reminds us in The 7 Habits of Highly Effective People. You might not cross the finish line first all of the time in your organisation, but you’ll go a long way to leading the pack if you know what success looks like from the…

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When your organisation is facing change, where do you focus your attention?

You focus on the area that needs changing, right?  Well if that was your answer, then you’re in agreement with most. The traditional change management approach usually focuses on what we call the ‘receivers of change’, that is, those people who experience the change – the impacted frontline sales, service or support staff. This traditional approach is typically structured, one-way and passive – to lead the ‘receivers of change’ through the why, what and how of the change.  While supporting these receivers IS a critical success factor, experience tells us that success is largely determined well before these teams are impacted.  And we wonder why 70% of companies fail when they try to change? We think an important place to start is with your ‘Change Makers’.  But more on them in a moment. First, let’s consider the change intelligent organisation system, and how we define the Change Leadership roles within…

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