It’s a question that many leaders – in organisations and communities – are seeking the answer to. And mostly, we think of the tangible, or structural components of ‘the system’. In fact we often confuse this one element with ‘the entire system’.
The metaphor of an organisation as a machine needs to be revisited now. A new metaphor as a living organism beckons with advantages that have strategic implications in an unknowable future.
Change is preceded by learning and there are three types of learning. Single- double and triple-loop learning. Change, adaptation and transformation. We are living in a moment when transformation is possible.
It’s natural to want to return to normal but that future will be anything but normal. We can shape a future that is better: we know how and now is the time. Here’s seven principles to help you.
Use the disruption that coronavirus causes to consciously develop your own leadership and nurture the team culture required for ongoing innovation.
The new decade looms. It is calling us to make profound adaptations to the way we live and work. We can do it because we have done it before.
No matter what the change is, there invariably seems to be someone who can be described as ‘resistant to change.’ But are they? Most people can change if it makes sense, and there is a need.
Let’s just spend a moment reflecting on what we mean by the terms, change, adaptation and transformation. Terms that are bandied about and used interchangeably in the popular media, however they are different facets of change. Change is a term that can apply very generally, however when I use it, I mean it in the ...
Historically, executive teams are often the last to be true teams. Yet, to be a true team where collaboration is strong and mutual accountability is evident, sets the cultural tone for an organisation that supports the same values throughout. An organisation that has the capacity to be innovative and adaptable.
Change is an emergent process. It is not something that happens because people tell you to change. That’s why so many organisational change initiatives fail to deliver their intended outcomes.