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 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.
When we start enterprise-wide change with our changemakers, not only are we looking for common purpose for the organization, we are looking for personal purpose with the changemaker.
I’ve been discussing and consulting on the vital relevance of Lean IT for some time now and seeing its principles rise to the fore in discussions of modern management trends.
When things go wrong in an organisation, managers in a mass-production arena usually criticise staff: “You didn’t make your quotas” or “You didn’t make your output numbers”.
In the previous blog post, I wrote about the how and whys of bringing together a cross-section of a company’s staff to educate them in a different set of principles on which to design, build and operate an organisation, specifically, the lean principles of a Customer Value Enterprise®.