Transforming organisations; why firms fail The amount of of significant, often traumatic, change in organisations has grown tremendously over the past two decades. To date, major change efforts have helped some organisations adapt significantly to shifting conditions, have improved the competitive standing of others. But in too many situations the improvements have been disappointing. To some degree, the downside of change is inevitable. Whenever human communities are forced to adjust to shifting conditions, pain is ever present. The methods used in successful transformation are based on one fundamental insight: major change will not happen easily for a long list of reasons. To be effective, a method designed to alter strategies, re-engineer processes, or improve quality must address these barriers and address them well. This process has eight stages, each of which is associated with one of the eight fundamental errors that undermine transformation efforts.

What underpins brave leadership What, if anything, about the way people are leading today, needs to change in order for leaders to be successful in a complex, rapidly changing environment where we are faced with seemingly intractable challenges and an insatiable demand for innovation? The answer across interviews is ” We need braver leaders and more courageous cultures” . Some of the behaviors and cultural issues identified as getting in the way of leadership are, avoidance of tough conversations, lack of trust, perfectionism and fear, gauzy organisational values, etc. This webinar deals with specific courage-building skill sets that people need to address these problems