At the start of 2018, ITSM.tools asked its readers to vote for the IT service management (ITSM) topics that they felt would be the most important for the website to cover in 2018.
I didn’t see any major surprises in the results but was disappointed that there was no mention about increasing our understanding of how we are going to support our people in a world in which change is constant. With “people” topics taking a backseat to the process and technology.
Read MoreIn a hierarchy decisions can take a long time due to the layers through which information has to flow before a decision is made. When organisations need to respond quickly to changing priorities, opportunities, competition, threats etc. the ability to make decisions quickly will be essential for success. Therefore the hierarchy has to be flattened so that there are less decision-making hoops through which to jump.
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Read MoreIn this post I discuss the need to kill the hierarchy.
The only way to enable a ‘faster’ organisation that can respond to constant change is to flatten the structure. It needs to move away from a structure of hierarchical control to a flatter structure that removes the bureaucracy that slows organisations down.
It not about having no structure at all and having no hierarchy – I think there will always be an element of hierarchy.
Read MoreAt my recent breakfast seminar, I was pleased to welcome an eclectic mix of interesting people including Change Leaders, Practitioners and Consultants, Human Resources professionals and Program Managers from many different types of industry backgrounds.
Read MoreIn this post I explore support – the relationship between the Coaches and the Players.
Coaches need to provide unrelenting support for the Players.
Players are operating in times of instability and uncertainty, which is not going to change anytime soon. They need the ability to remain highly effective under intense pressure.
Read MoreIn this post I explore sustainment – the relationship between the Managers and the Coaches.
ustainment consists of three key activities - educate, support, and coach and mentor.
Read MoreProud and in great company!
Read MoreI recently wrote an article for ITSM.tools about why organisational change management is so important but also why it needs to change itself.
It’s not about the technology, it’s not about the processes, it’s all about the people.
Without a focus on the latter, the former have no worth.
Engagement consists of four activities – educate, communicate, facilitate and alleviate. Change resilience can be achieved through engagement. When excessive amounts of change are taking place, employees can become disengaged.
A HBR article (2010) summed up constant change. It said
“The companies most likely to be successful in making change work to their advantage are the ones that no longer view change as a discrete event to be managed, but as a constant opportunity to evolve the business."Read More
Bruce Harpham recently wrote an article published in CIO called “8 ways you’re failing at change management “ (Jan 3, 2018).
The article explores the 8 most common ways that change management efforts fail.
Whilst I agree with some of what Harpham has written, I think some of his observations fail to reflect the world in which are currently living.
Read MoreAre you passionate about bringing meaningful change into your organization? If the answer is yes, then this book is for you.
If you want to add to your change management toolkit with ideas from Agile, Lean Startup, neuroscience, psychology, and organizational development, then this is a must read.
Read MoreChange is now constant and complex. There is no time to take breath and wait for one change to be embedded before moving on to the next. Changes are hitting us like an automatic rifle. The old scattergun effect of dealing with change is dead.
In this post, I would like to explore the roles we need in the organisation to manage in a VUCA world.
Read MoreThe tables get turned in Karen's Conversations #30 when Breed Barrett chats to Karen about her change in direction and her focus on organisational change. Karen describes how the organisational change management world needs a major shake-up and wake-up if organisations are going to survive.
Read MoreConstant change is the new norm.
We do not have the capacity to “manage” people through three phases of transition in a world that is now described as VUCA – volatile, uncertain, complex and ambiguous, in which change is constant.
The existing approaches to organisational change management are simply not suited to a VUCA world.
Read MoreVeriSM Exposed. Can another approach really add value?
I talk to Claire Agutter - Chief Architect - about VeriSM and we answer the questions everyone is asking.
Read MoreIn Karen's Conversation #28, I talk with James Gander about DevOps and whatever happened to the dead cat!
Read MoreThis book is for everyone who aspires to make their workplace a great place to work.
Read MoreOrganisational change management as an approach needs to undergo radical transformation if it is to be of any value when constant change is the new black! Organisational change management practitioners will have to fundamentally change their thinking and approach to be relevant.
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