So you’ve hired Lloyd Parry to work on your internal change program. You’ve seen the overview of how Climetrics works and understand the value of creating a highly adaptive organisation. But how does the process work? You’ve got thousands of employees spread over branch offices around the world. How can we possibly live up to the promise of adaptive and make change happen at the scale you need it to happen?
Right across the board, today’s customers are demanding greater and greater choice. To stay successful in a rapidly changing climate, organisations must not only confront and deal with this demand for choice, they must design a corporate culture which actively embraces it.
I recently wrote about the importance of Human Resources (HR) in the adoption of Adaptive Lean Change in the workplace.
One of my challenges in delivering the messages and methods of Adaptive Lean Change has been getting Human Resources (HR) departments to see their role in the process of change.
A recent column of mine on the difference between a work climate and a work culture prompted an intriguing question from a reader on Linked In.
I get calls from companies these days who are struggling with the amount of discontinuous change caused by technologies, new business models coupled with unprecedented pressures to upgrade the skills of people just to keep up let alone excel.
Reading a resume can be fascinating. When I peruse a manager’s resume, it tells a story of what they’ve done. Intriguingly, a change-maker’s resume tells of what they can create.