Blog

Screenshot of Anthony Greenfield being interviewed by Willem Maritz on why real change is about human psychology and not process.

Why Real Change Is About People, Not Process

December 3, 2025 / 65

People vs Process I often see change being treated like an engineering challenge in organisations. In this vein, I have seen great strategies, plans and... Continue reading

admin

On the left is a jumble of different coloured strains - with the word Complexity below. To the right it the orderly multi-coloured structure of the 7S model illustrating key elements of an organisation - such as Systems, Structure and Shared Values - and their interconnections. The word 'Clarity, McKinsey 7S' below.

News

Cut Through Change Complexity

November 28, 2025 / 84

I recently spent time with an organisation that had a sharp, well-defined strategy. But progress on implementing had stalled. The complexity of execution created noise,... Continue reading

admin

Photo of speaker Anthony Greenfield of The 5 Forces of Change - who is speaking at a virtual event for Change Management Institute UK. Title of webinar is 'Making Change Work for Everyone'. Date and time: Wed 26 November 17:15 GMT, 12:15 EST.

News

Making Change Work for Everyone: Tapping into Human Psychology to Minimise Stress & Maximise Ownership (virtual event)

November 19, 2025 / 102

Making Change Work for Everyone Drawing on experience of supporting transformational change at major organisations Anthony will demonstrate how to make change work for everyone. ... Continue reading

admin

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.

News

Make Change Social, Visual and Emotional

November 12, 2025 / 130

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

admin

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 / 292

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

admin

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

News

Resistance to Organisational Change is NOT Inevitable

October 22, 2025 / 195

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

admin

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.

News

Leading Change When Job Cuts are Non-Negotiable

October 8, 2025 / 282

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

admin

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 / 271

“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

admin

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 / 347

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

admin

News

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

September 18, 2025 / 310

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

admin

Why Real Change Is About People, Not Process

Cut Through Change Complexity

Making Change Work for Everyone: Tapping into Human Psychology to Minimise Stress & Maximise Ownership (virtual event)

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.

Company

Contact

Address