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When transformations go wrong and what to do

Lessons all executives should know from a former Senior VP at Apple.

Build an "atmosphere of trust” that you are proud of

Rapid growth in BlaBlaCar’s global community is a good lesson for executives.

Change conversations that work

How to motivate junior managers to change.

Breaking up the rule-breakers

Do you want to stop people breaking rules at work? Here’s where to start.

Where’s the fun? Creating commitment to change

How Lou Gerstner’s Project Priority Process at IBM killed off the notorious “U-Curve”.

How to expertly engineer the start of change

The speed of implementing change depends on the "culture foundations" we’re building on.

Change indicators: the three-point line beats the bottom line

Pivotal indicators are essential for all change improvements.

8 reasons for understanding your customers better

The U-E-A Chain, implemented well, raises performance dramatically.

Why dialog is the secret sauce in change recipes

It takes time. It’s tough. But it leads to deep, lasting culture change.

Who are your digitalization initiatives designed for?

Don’t make employees part of the machine. Customers don’t like it.

The School Disco Dilemma

In implementation, somebody has to make the first move.

The five easiest actions to implement more faster

Improve implementation speed and remove blockages with these tried-and-tested actions.

Do your global managers know what your key indicators mean?

Knowing the three different types of key indicators will increase your performance.

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Client Testimonials

You have brought a direct positive impact on our sales… because people work more customer-oriented. Our efficiency levels... are continuously growing.

AL Managing Director

Leading this product launch has taught me to be effective doing what I find naturally easiest – using trust and supporting people each step of the way. It augments my chances of making sure future product launches are as successful as this one.

MN Vice Director - Medical Marketing Europe

This process allowed people to re-appraise how this [senior team of managers] group was functioning or, rather, not functioning correctly. The tendency for each member of our group to see himself as an isolated beacon of excellence – which acted against the vital need for cooperation between members – were eased and communication is already becoming more 'normalised'.

RS Senior Director

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