4 Aug 2017

If you can’t stand the heat get back in the kitchen!

I recently finished my first 30 days in a new role. In reflecting back on such a short space of time I'm struck by what I have learned. The scale of information I've absorbed, interpreted and played back has been exhausting and at times stressful. It's been a long time since I stepped out of my comfort zone but in the last month I have been worried, at times lost confidence and felt swamped and

4 Aug 2017

Do we need to take the ‘management’ out of change?

I’ve always secretly thought that managing change was an oxymoron by definition. However, before all the change gurus reach for the comment button, can I just caveat that? Models, methodology and approaches are all valid in thinking about and planning for change. But can we really ‘manage’ it in today’s disruptive digital world. With that in mind I have a few thoughts on how ‘change management’ will need to evolve to keep pace with the

23 Dec 2015

How many meetings do you hold?

I recently read the article below and two questions popped into my head, do I hold too many 'meetings' and what constitutes a 'meeting' in the first place. The article suggests that an organisations culture can be identified by asking just a few key questions (listed in the article below) and then alludes to a third, the amount of meetings, as a parting shot. And so I have reflected, whilst in between meetings, on whether they're

2 Oct 2015

Ultimately, success in the digital age lies not in the efficiency of technology, but in the dexterity and adaptability of the people who wield it.

   When we try to define what a “digital organization” is, what first comes to mind are technological devices: employees toting laptops, permanently connected to a shared, real-time flow of information on virtual platforms, constantly communicating with customers or suppliers – people working from anywhere, with others they have never met in person. But digitization is more than just a change of tools. Daily practices, workplace structures, reporting relationships, information sharing, customer interaction, and even

7 Oct 2013

Ditch the Performance Review, ok but then what?

The need to develop people faster. By removing ratings, early indications of our research are that companies appear to be developing people faster across the board. It’s happening because of more frequent dialogues, which also tend to be more honest and open when neither party has to worry about justifying a rating at the end of the year.