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Expert Exchange

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Money doesn't always incentivise employees during transformation

by Ben Hawkins on 12 Jun 2018

“Train people well enough so they can leave, treat them well enough, so they don't want to.”
Richard Branson

Employee engagement
is one of the fundamental pillars of a successful business transformation programme.

But how do you keep employees motivated while going through change? Especially when delivery of the transformation may mean they lose their jobs?

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2017 in review - 5 most viewed BIE blog posts

by Marty Jaynes on 27 Dec 2017

Happy holidays! We hope you are having a great break and are looking forward to an exciting and prosperous 2018.

Here at BIE we’ve been taking a look back at the most viewed blog posts from 2017.

In case you happened to miss any, here is a recap of the top five.

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Ask and you shall receive

by Simon Moore on 06 Dec 2017

The demands on business leaders to deliver economic efficiency and effectiveness is ever increasing. In today’s often relentless, fast-paced environment, the ability to ask the right questions to ensure the right level of engagement when delivering change is an integral ingredient of success.

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How to improve the success of your M&A business transformation

by Steve Arrow on 29 Nov 2017

Change affects each of us differently. Some people thrive on it, some are unsettled by it, and others resist it entirely. And when it’s imposed on us, we often have our most extreme reactions.

In our working lives, going through a large-scale business transformation, like a merger or acquisition, is likely one of the most severe change environments that we will face. How it is handled by the leaders running the programme can have a significant impact on how well the employees react, and therefore how successful the process is.

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How the thriving gig economy supports interim management

by Marty Jaynes on 29 Nov 2017

The freelance market is gaining considerable momentum. With contractors projected to make up 43% of the workforce by 2020 (compared with 6% in 1989), the desire to shift from traditional full-time roles is on the rise.

The gig economy, or ‘connected market’ as it’s often known, is set to be worth £43bn globally by 2020, according to PwC research.

The marketplace itself is becoming more tolerant of the temporary role, not least because of the larger pool of freelancers and contractors it creates, but also the transitory attitude of the modern worker.

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A guide to creating your own business transformation framework

by Rose Padfield on 08 Nov 2017

In an earlier blog, we shared with you a case study in which an organisation had successfully implemented a business transformation framework that enabled large scale organisational change. 

In this follow-on blog, we share with you some of the questions that should arise when embarking on your own business transformation: a practical “cut-out-and-keep” guide to creating your framework, again written by Rose Padfield from the Padfield Partnership.

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6 current themes in organisation design

by Steve Arrow on 17 Aug 2017

Over the past few months I have seen an influx of requirements from clients who are looking for individuals with strong organisation design skills. The ability to apply various organisation design approaches is an invaluable resource for businesses as they look to keep up with the accelerating pace of strategic change and align their structure appropriately.

So, as businesses look at bringing in external capability to adapt and transform their target operating models, these are the most common themes that I've found emerging. 

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Organisational Change Starts with Self – Are You Up for That?

by Emma-Claire Kavanagh on 12 Jul 2017

We’ve all heard that change is the new norm, but are we now skilled at enabling it? Large-scale transformational change requires catalytic leadership skills and vision. This can be hard to do when juggling the day job with its typically short term, urgent timeframes.

Rose Padfield from The Padfield Partnership is an Organisational Design Consultant, Coach and Coach Supervisor with 20 years’ experience in organisation, team and individual development within a UK, European and global context.

Outlined below is a case study on how Rose helped a major UK organisation address a large transformation project. We hope it gives you some insights and food for thought. In subsequent articles, she will delve into some of the key principles involved in leading organisational change.

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Interim thoughts: How to bring about change using interim managers

by Nigel Batty on 06 Feb 2017

A FTSE100 change management director reflects on three years of involvement in a complex, global shared services programme.

Talking with my peers, I hear among the war stories some very different experiences of working with interim managers. These range from the sublime to the disastrous. This is my personal view of the benefits and critical success factors, based on my experience of leading the establishment of a global change management team over three years.

To set the scene, I was working in a global FMCG business with more than 150,000 employees and an ambitious growth agenda. The business had a strong track record of driving transformation, having implemented SAP and outsourced significant elements of its back-office services. In 2010, the business took a step change decision to create an integrated group organisation covering all aspects of global employee services; everything from recruitment to room booking, from IT to invoice management.

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Engagement - the missed pillar of successful business transformation

by Leon Labovitch on 23 Jan 2017

We are engaged when we do things differently. Among the Eight Pillars of Change described in prior articles, the focus in this edition is on Pillar 4: "Engagement is key."

Why would one devote a pillar entirely to engagement? The clear answer is that people are the ones who make change happen and if they're not engaged, the change programme simply won't deliver. The challenging anomaly is that business often sees policy and projects as the transformation itself, with a consequent blind spot in engaging people. The pillar name, "Engagement is key" cannot be overstated.

For importance on a world stage, one suspects that the slow pace in readying for climate change (mentioned recently by the economist Lord Stern), may be due to little focus on "human factors", which are required to bring about world-wide adoption of these large changes. A classic case, also, was the disastrous failure to engage protagonists in reconstruction after the 2003 Gulf War - and one fears that Brexit may also be run as a technical and policy exercise, leading to poor engagement and jeopardising success of this important transformation across the country and further afield.

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