Category: News

Illustration of activities employed by one client - as supermarket chain - to engage employees in adopting a 'Zero Food Waste Mindset'. These were all designed to make change social, visual and emotional. These were underpinned by the following Make Change Social, Visual and Emotional. They were underpinned by the following principles: 1. Empower employees to find their own answer to why change is necessary. 2. Give people ownership of the problem and the solutions. 3. Make change social, visual and emotional.

Make Change Social, Visual and Emotional

November 12, 2025 / 50

Facts tell, but experiences sell. So, it pays to make change social, visual, and emotionally resonant. And always connect it to something staff care about... Continue reading

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WRENS (Women in the Royal Navy) drawing on giant chalk boards solving the U-Boat problem in the Second World War.

News

The Royal Navy Was Losing the War… Until They Questioned One Assumption

October 29, 2025 / 157

You’ve seen it happen. A talented leadership team identifies a problem, implements a solution, and six months later – the problem is back. Often worse... Continue reading

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The Five Forces of Change ring - Certainty, Purpose, Control, Connection and Success

News

Resistance to Organisational Change is NOT Inevitable

October 22, 2025 / 115

The Truth about Resistance Here’s a truth that many leaders overlook: resistance to change isn’t a character flaw in your people – it’s a predictable... Continue reading

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Three rectangles side by side labelled 'British Airways - 1980s', 'IBM - 1990s', and 'Ford - 206-2010'. Images depicting involvement, listening and transparent communication appear below the logos of BA, IBM and Ford respectively indicating the main feature of how they we led positively through major change involving job cuts. These approaches ensure that each was able to move into the future with an engaged workforce.

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Leading Change When Job Cuts are Non-Negotiable

October 8, 2025 / 205

Every leader dreads the moment when organisational survival demands workforce reductions. The numbers don’t work. The market has shifted. The business model needs fundamental restructuring.... Continue reading

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A quote from philosopher Lao Tzu on a backdrop of Chinese motifs. Thre include a dragon, a monkey, a bird of paradise and lotus flowers.

News

The Art of Invisible Leadership in Organisational Change

October 1, 2025 / 211

“When the best leader’s work is done, the people say, ‘We did it ourselves!'” – Lao Tzu. This 2,500-year-old observation from the ancient Chinese philosopher Lao... Continue reading

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Man at the bottom of a hill is puzzling over two option. Either climb up via some small well made steps or via some rougher much bigger steps. The title reads 'Continuous Improvement vs Step-Change'.

News

Continuous Improvement vs Step-Change: Which Transformation Approach Wins?

September 22, 2025 / 267

Continuous Improvement vs Step-Change: Which Transformation Approach Wins? The answer isn’t what most consultants will tell you. After more than two decades of leading organisational... Continue reading

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News

Are you still managing change like it’s 2005? The rules have changed.

September 18, 2025 / 235

Walk into any boardroom during a transformation initiative, and you’ll hear familiar refrains: “We need to communicate the vision better.” “People just need to understand... Continue reading

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Giant fish labelled strategy is about to eat a smaller worried-looking fish marked Culture.

News

Strategy Eats Culture! (despite what you’ve been told)

September 15, 2025 / 253

Peter Drucker’s famous quote has become one of the most misapplied pieces of business wisdom in modern leadership. “Culture eats strategy for breakfast” rolls off... Continue reading

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A square divided into 4 quadrants. The horizontal axis is labelled left-to-right Overt (open expressive behaviour) to Covert (concealed behaviour). The vertical axis is labelled from top to bottom Active to Passive. For instance, the top right quadrant represents Covert-Active Resistance or Support where people conceal their active support or resistance. The diagram thus comprises 8 types of response to change.

News

The 8 Responses to Change: Addressing Irrational Ideas

August 23, 2025 / 390

After analysing 615 employees across 9 organizations undergoing major change, researchers discovered something fascinating: it’s not what people DO that predicts resistance—it’s what they’re THINKING. Most... Continue reading

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Two paths 'Resist Change' and 'Embrace Change' running left to right. In the short term the Resist Change is the higher path labelled 'feels good for weeks' (smirk emoji) and the Embrace Change is lower and labelled 'Leans into Challenge' (thoughtful emoji). In the long term they cross, and Embrace Change leads on to a trophy emoji and a list of benefits. The Resist path ends in a thumbs down and list of disadvantages.

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Say Yes to the Stress! (of Change)

August 17, 2025 / 383

As leaders, we often wonder why our teams gravitate toward resisting organisational change. The uncomfortable truth is that resistance offers instant gratification. So how do... Continue reading

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Showing 1–10 of 154 posts

Category: News

Make Change Social, Visual and Emotional

The Royal Navy Was Losing the War… Until They Questioned One Assumption

Resistance to Organisational Change is NOT Inevitable

Leading Change When Job Cuts are Non-Negotiable

The Art of Invisible Leadership in Organisational Change

Continuous Improvement vs Step-Change: Which Transformation Approach Wins?

Are you still managing change like it’s 2005? The rules have changed.

Strategy Eats Culture! (despite what you’ve been told)

The 8 Responses to Change: Addressing Irrational Ideas

Say Yes to the Stress! (of Change)

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