Leaders need access to information and a degree of empathy from their peers and senior leadership to successfully fulfil their duties as change leaders, writes Elissa Farrow. Here’s how to support them.
A successful change culture depends on the leadership team signalling their commitment to change, writes Ivan Seselj. Not only does this set the vision for what the business is trying to achieve, it empowers key change agents.
Senior leaders are often taken for granted and expected to be more resilient than lower level managers and staff, without the same support mechanisms. Elissa Farrow believes this affects project success.
As the number of strategic projects proliferates, creating clarity, building unity and fostering agility become essential. Cynthia Stuckey on how people and process can address volatility, uncertainty, complexity and ambiguity.
There is a distinct difference between project change control and organisational change management. We have a good idea of how to manage conventional change but struggle with transformation. Dr Lynda Bourne explains how to approach each scenario.
Organisations are often in the situation where their desire for change outweighs their capacity for change and therefore there is an uncomfortable gap where project failure lurks. Elissa Farrow suggests bridging this gap with capacity training.