Managing ChangePlan and manage change within the organisation so as to transform the business to achieve the intended commercial, structural and organisational outcomes.
5 Minutes on…
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Do you influence or are you an influencer?
In 1936 Dale Carnegie wrote the quintessential self-help book How to Win Friends and Influence People. Maybe he knew that in the soon to be airport bookshop managers, old and new, would be frantically looking for the solution to the art of the deal or how to be the one minute manager before they got on the airplane. Carnegie’s book is considered one of the most influential books of all time.
Carnegie may have been prescient in meeting the needs of the modern manager. But he could not have predicted the rise of the on-line influencer; who sets out to influence, win friends and get paid for doing so. Maybe it is time for a new book: How to influence people and win friends.
Influencing others hardly started with the on-line incarnation. In the 18th Century, the royal stamp of approval by George III of the pottery of Josiah Wedgwood enabled Wedgwood to use the King’s approval to increase brand awareness to promote and sell his products. To this day ‘by appointment to the Queen’ carries huge kudos on a whole range of UK products. Wonder what rate the royal household gets of each 1000 followers?
For organisations which manage change skilfully, it can become the driving force that perpetuates success and growth, with every change presenting a new opportunity to increase efficiency or to build the business. But all too often, change fails, as companies...
Not about structures, but winning hearts and minds, read on: Companies which manage change successfully overwhelmingly share the view that their real challenge is not in revamping strategies, systems or structures, but in changing individual employees’ behaviour,...
Managing change is the process of moving from what was to what will be, from an ending to a beginning. Yet people basically don’t like endings – not even happy ones.
Many change programmes don’t last. When the pressure is off, behaviours return to the old ways. Often there is too much focus on changing processes, to the detriment of the people involved. Strategic programmes that fail include: re-engineering, competitive positioning, taking ownership…
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Managing the effects of change
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