Peter F. Gallagher's Blog, page 4
October 6, 2021
Kindle Book Published September 30th, 2021 – Change Management Behaviour - Volume 6
Change Management Behaviour - Leadership of Change® Volume 6
Released on Amazon Kindle September 30th, 2021
Change Management Body of Knowledge (CMBoK) Volume 6
Change Management Behaviour: Behaviour change is sometimes required for an organisation to successfully deliver change or transformations to achieve sustainable change and benefits realisation. To change these behaviours, the organisation must support employees through the change transition by implementing five key change behaviour life cycle steps: Recognise, Redesign, Resolve, Replicate and Reinforce using the a2B5R® Employee Behaviour Change Model.
"When focusing on employee behaviour change, there are five key life cycle steps that all change professionals should follow to support their organisation’s change management implementation. These are structured on the a2B5R® Employee Behaviour Change Model"
About the Book: This change management book focuses on how to achieve employee behaviour change which sometimes can be a critical part of successful organisational change. Sometimes a major organisation changes or transformation relies on employee behaviour change on safety, legal or financial compliance, improved customer service, following new processes or using new systems or there could be problems on bullying, fraudulent activities, etc. Occasionally if you do not change employee behaviour, you will not get organisational change. The Leadership of Change® Volume 6, focuses on how to achieve employee behaviour change in a major organisation change or transformation using the a2B5R® Employee Behaviour Change Model. The a2B5R® Model outlines the five key life cycle stages of the change transition that change teams should take their organisation and employees through. The first stage is to get the organisation and its employees to Recognise there is a behaviour issue. Then the new behaviours need to be Redesigned, a Resolution made to implement them, then Replicate them and finally Reinforce the new way. Change implementation focuses on aligning employees, processes, systems and leaders, it is also supported by the a2B Change Management Framework® (a2BCMF®).
"Five critical steps that all change professionals should follow to support their organisation's change management implementation with a focus on employee behaviour change, structured on the a2B5R® Employee Behaviour Change Model”
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
• Change Management Fables - Leadership of Change® Volume 1
• Change Management Pocket Guide - Leadership of Change® Volume 2
• Change Management Handbook Volume - Leadership of Change® Volume 3
• Change Management Leadership - Leadership of Change® Volume 4
• Change Management Adoption - Leadership of Change® Volume 5
• Change Management Behaviour - Leadership of Change® Volume 6
• Change Management Sponsorship - Leadership of Change® Volume 7
• Change Management Gamification Leadership - Leadership of Change® Volume A
• Change Management Gamification Adoption - Leadership of Change® Volume B
• Change Management Gamification Behaviour - Leadership of Change® Volume C
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
More on Change Management Behaviour Book: https://www.peterfgallagher.com/vol-6...
Change Management Handbook: The Leadership of Change Volume 3
Released on Amazon Kindle September 30th, 2021
Change Management Body of Knowledge (CMBoK) Volume 6
Change Management Behaviour: Behaviour change is sometimes required for an organisation to successfully deliver change or transformations to achieve sustainable change and benefits realisation. To change these behaviours, the organisation must support employees through the change transition by implementing five key change behaviour life cycle steps: Recognise, Redesign, Resolve, Replicate and Reinforce using the a2B5R® Employee Behaviour Change Model.
"When focusing on employee behaviour change, there are five key life cycle steps that all change professionals should follow to support their organisation’s change management implementation. These are structured on the a2B5R® Employee Behaviour Change Model"
About the Book: This change management book focuses on how to achieve employee behaviour change which sometimes can be a critical part of successful organisational change. Sometimes a major organisation changes or transformation relies on employee behaviour change on safety, legal or financial compliance, improved customer service, following new processes or using new systems or there could be problems on bullying, fraudulent activities, etc. Occasionally if you do not change employee behaviour, you will not get organisational change. The Leadership of Change® Volume 6, focuses on how to achieve employee behaviour change in a major organisation change or transformation using the a2B5R® Employee Behaviour Change Model. The a2B5R® Model outlines the five key life cycle stages of the change transition that change teams should take their organisation and employees through. The first stage is to get the organisation and its employees to Recognise there is a behaviour issue. Then the new behaviours need to be Redesigned, a Resolution made to implement them, then Replicate them and finally Reinforce the new way. Change implementation focuses on aligning employees, processes, systems and leaders, it is also supported by the a2B Change Management Framework® (a2BCMF®).
"Five critical steps that all change professionals should follow to support their organisation's change management implementation with a focus on employee behaviour change, structured on the a2B5R® Employee Behaviour Change Model”
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
• Change Management Fables - Leadership of Change® Volume 1
• Change Management Pocket Guide - Leadership of Change® Volume 2
• Change Management Handbook Volume - Leadership of Change® Volume 3
• Change Management Leadership - Leadership of Change® Volume 4
• Change Management Adoption - Leadership of Change® Volume 5
• Change Management Behaviour - Leadership of Change® Volume 6
• Change Management Sponsorship - Leadership of Change® Volume 7
• Change Management Gamification Leadership - Leadership of Change® Volume A
• Change Management Gamification Adoption - Leadership of Change® Volume B
• Change Management Gamification Behaviour - Leadership of Change® Volume C
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
More on Change Management Behaviour Book: https://www.peterfgallagher.com/vol-6...
Change Management Handbook: The Leadership of Change Volume 3
September 29, 2021
Coming Soon: Change Management Behaviour - Leadership of Change Volume 6
“Human behaviour is the most underrated element in workplace, social and environmental change”
Leadership of Change® - Change Management Body of Knowledge (CMBoK) Volume 6
Behaviour change is a fundamental element and key success factor of employee and organisational change adoption. It is about facilitating and enabling the smooth transition of the organisation and employees from the current state ‘a’ to the future improved state ‘B’. Without full employee behaviour change, the organisation is unlikely to improve operating performance, achieve the targeted benefits or return on investment (ROI). The organisation’s investment will be lost, as will customers who expect continually improving products and services.
Behaviour change is something the change team, leaders and sponsor need to consider well before the start of training or before the change starts to be implemented. It must be a serious consideration at the early stage of change planning (a2BCMF® Step 1 - Change Definition). The leaders of the organisation need to consider employee behaviour change as part of the leadership alignment process. The leaders and sponsor need to ensure the employees are prepared for the new behaviours with the right motivation to adopt the new way of working and sustain the change.
“If you do not change employee mindset and behaviour, you will not get organisational change”
About this book: This change management book focuses on how to achieve employee behaviour change which sometimes can be a critical part of successful organisational change. Sometimes a major organisation changes or transformation relies on employee behaviour change on safety, legal or financial compliance, improved customer service, following new processes or using new systems or there could be problems on bullying, fraudulent activities, etc. Occasionally if you do not change employee behaviour, you will not get organisational change. The Leadership of Change® Volume 6, focuses on how to achieve employee behaviour change in a major organisation change or transformation using the a2B5R® Employee Behaviour Change Model.
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
More on Change Management Behaviour Book: https://www.peterfgallagher.com/vol-6...
#LeadershipOfChange #ChangeManagementBehaviour #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
Leadership of Change® - Change Management Body of Knowledge (CMBoK) Volume 6
Behaviour change is a fundamental element and key success factor of employee and organisational change adoption. It is about facilitating and enabling the smooth transition of the organisation and employees from the current state ‘a’ to the future improved state ‘B’. Without full employee behaviour change, the organisation is unlikely to improve operating performance, achieve the targeted benefits or return on investment (ROI). The organisation’s investment will be lost, as will customers who expect continually improving products and services.
Behaviour change is something the change team, leaders and sponsor need to consider well before the start of training or before the change starts to be implemented. It must be a serious consideration at the early stage of change planning (a2BCMF® Step 1 - Change Definition). The leaders of the organisation need to consider employee behaviour change as part of the leadership alignment process. The leaders and sponsor need to ensure the employees are prepared for the new behaviours with the right motivation to adopt the new way of working and sustain the change.
“If you do not change employee mindset and behaviour, you will not get organisational change”
About this book: This change management book focuses on how to achieve employee behaviour change which sometimes can be a critical part of successful organisational change. Sometimes a major organisation changes or transformation relies on employee behaviour change on safety, legal or financial compliance, improved customer service, following new processes or using new systems or there could be problems on bullying, fraudulent activities, etc. Occasionally if you do not change employee behaviour, you will not get organisational change. The Leadership of Change® Volume 6, focuses on how to achieve employee behaviour change in a major organisation change or transformation using the a2B5R® Employee Behaviour Change Model.
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
More on Change Management Behaviour Book: https://www.peterfgallagher.com/vol-6...
#LeadershipOfChange #ChangeManagementBehaviour #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
September 22, 2021
Strategic Portfolio Prioritisation Funnel and Change
Portfolio management is a coordinated collection of strategic processes and decisions that together enable the most effective balance of organisational programmes and projects. Organisations that do this effectively achieve the right balance between normal day-to-day operations and organisational change. In getting this capacity balance right, the organisation will usually deliver both the annual operating plan and the strategic portfolio.
“Unless the change programme is continually aligned to the organisation’s capacity it will be unable to deliver speedy benefits or value to the organisation”
Portfolio management includes the selection, prioritisation and control of programmes and projects which are aligned with the organisation’s strategy and objectives. The person responsible for portfolio management should ensure the organisation’s leadership team decides which programmes and projects to execute and resource. Execution is the key to a strategy’s success and having enough capacity is crucial to successful delivery. The objective is to align the right programmes and projects with an organisation’s business strategy to achieve a competitive advantage. The selection of the programmes and projects to be executed should follow predefined organisational assessment criteria. They should not be hunch and launch* projects or the pet project of the CEO. Typical assessment criteria include:
Revenue Potential: What are the potential future profits and benefits?
Investment Requirements: How much capital is required?
Strategic Fit: Does this opportunity fit with the organisation’s current strategy?
Implementation Effort: How much effort will this opportunity need, and do we have capacity to execute it?
“Organisation change capacity and employee workload are ignored in change implementation, until they become the reason for failure”
*Hunch and Launch Syndrome: A name given to the process of coming up with a change idea (hunch) and then introducing (launch) it into the organisation without strategic consideration or a plan on how the benefits will be realised. These ideas rarely deliver strategic change or sustainable benefits and are sometimes referred to as ‘pet projects’.
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
Author Publications: https://www.peterfgallagher.com/publi...
Change Management Handbook: https://www.peterfgallagher.com/volum...
Change Management Handbook: The Leadership of Change Volume 3
“Unless the change programme is continually aligned to the organisation’s capacity it will be unable to deliver speedy benefits or value to the organisation”
Portfolio management includes the selection, prioritisation and control of programmes and projects which are aligned with the organisation’s strategy and objectives. The person responsible for portfolio management should ensure the organisation’s leadership team decides which programmes and projects to execute and resource. Execution is the key to a strategy’s success and having enough capacity is crucial to successful delivery. The objective is to align the right programmes and projects with an organisation’s business strategy to achieve a competitive advantage. The selection of the programmes and projects to be executed should follow predefined organisational assessment criteria. They should not be hunch and launch* projects or the pet project of the CEO. Typical assessment criteria include:
Revenue Potential: What are the potential future profits and benefits?
Investment Requirements: How much capital is required?
Strategic Fit: Does this opportunity fit with the organisation’s current strategy?
Implementation Effort: How much effort will this opportunity need, and do we have capacity to execute it?
“Organisation change capacity and employee workload are ignored in change implementation, until they become the reason for failure”
*Hunch and Launch Syndrome: A name given to the process of coming up with a change idea (hunch) and then introducing (launch) it into the organisation without strategic consideration or a plan on how the benefits will be realised. These ideas rarely deliver strategic change or sustainable benefits and are sometimes referred to as ‘pet projects’.
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
Author Publications: https://www.peterfgallagher.com/publi...
Change Management Handbook: https://www.peterfgallagher.com/volum...
Change Management Handbook: The Leadership of Change Volume 3
September 15, 2021
Voted onto the ACMP Global Board of Directors - Peter F Gallagher
LinkedIn 20210915 09:03
Voted onto the ACMP Global Board of Directors - Peter F Gallagher
“I am very proud to have been voted onto the ACMP Global Board of Directors by my fellow Association of Change Management Professionals® (ACMP®) - Sep 2021”
Thank you to all of the ACMP Global members who voted. I am really excited about this opportunity and to work with the BoD to 'lead the way change works'.
Congratulations to my fellow elected board members: Greg Voeller, Rich Batchelor, Dr. Kavita Sarwal, PhD, CHE, CCMP; and Felicia Vacarelu.
A big thank you to Steve Green and the ACMP UK BoD for all their support. It was great working with you all the last two years.
Change Management has always fascinated and excited me, it is my passion and when you find your passion your work no longer feels like work.
About ACMP
Vision & Mission
ACMP’s vision is to lead the way change works. Our vision statement reflects an aspiration to innovate and lead change practices, in addition to managing change. Our focus is on using our professional expertise to achieve business and organizational results.
ACMP’s mission is to serve as an independent and trusted source of professional excellence, advocate for the discipline and create a thriving change community. Our mission statement reflects our commitment to our members that ACMP will advocate globally for the recognition of the existence and value of our profession.
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
Author Publications: https://www.peterfgallagher.com/publi...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
Voted onto the ACMP Global Board of Directors - Peter F Gallagher
“I am very proud to have been voted onto the ACMP Global Board of Directors by my fellow Association of Change Management Professionals® (ACMP®) - Sep 2021”
Thank you to all of the ACMP Global members who voted. I am really excited about this opportunity and to work with the BoD to 'lead the way change works'.
Congratulations to my fellow elected board members: Greg Voeller, Rich Batchelor, Dr. Kavita Sarwal, PhD, CHE, CCMP; and Felicia Vacarelu.
A big thank you to Steve Green and the ACMP UK BoD for all their support. It was great working with you all the last two years.
Change Management has always fascinated and excited me, it is my passion and when you find your passion your work no longer feels like work.
About ACMP
Vision & Mission
ACMP’s vision is to lead the way change works. Our vision statement reflects an aspiration to innovate and lead change practices, in addition to managing change. Our focus is on using our professional expertise to achieve business and organizational results.
ACMP’s mission is to serve as an independent and trusted source of professional excellence, advocate for the discipline and create a thriving change community. Our mission statement reflects our commitment to our members that ACMP will advocate globally for the recognition of the existence and value of our profession.
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
Author Publications: https://www.peterfgallagher.com/publi...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
September 8, 2021
Change Waits for No Leader
Change waits for no leader and both the knowledge and skills required for leading day-to-day operations are very different to the leadership of change.
Leadership of Change® - Change Management Body of Knowledge (CMBoK)
The Leadership of Change® encompasses practical change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework®. The delivery vehicles are change management books, change management gamification manuals, change management gamification workshops (face-to-face/virtual), leadership alignment workshops and masterclasses.
“If more employees were better leaders of change, the organisational benefits would be endless. We enable the Leadership of Change®”
The Leadership of Change® is both thought leadership and a suite of tools to propel you from where your organisation is right now, the current ‘a’ state, to where you want to be, the future ‘B’ state. The Leadership of Change® will help you to implement your organisation’s change or improvement and achieve a 100% return on investment (ROI) with full employee adoption, enabling you to secure future profit and remain ahead of your competitors. Truly great Leadership of Change® combines thoughtful strategy alignment of your leadership team and change leadership skills to lead employee change adoption and employee behaviour change.
Leadership of Change® Volumes: The Change Management Body of Knowledge volumes are intended to be leading practice in organisational change management and implementation, which supports strategy execution. They are based on the author’s work, with over thirty years of organisational change implementation, transformation, and business improvement experience in over thirty countries.
Volumes 1 - 7 focus on learning about the practical implementation of change management. The books cover Change Management: Fables, Pocket Guide, Handbook, Leadership, Adoption, Behaviour and Sponsorship.
Volumes A - C are workshop manuals that focus on using change management gamification to learn about change leadership, employee change adoption and employee behaviour change.
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
More on Change Management Leadership Book: https://www.peterfgallagher.com/vol-4...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
Leadership of Change® - Change Management Body of Knowledge (CMBoK)
The Leadership of Change® encompasses practical change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework®. The delivery vehicles are change management books, change management gamification manuals, change management gamification workshops (face-to-face/virtual), leadership alignment workshops and masterclasses.
“If more employees were better leaders of change, the organisational benefits would be endless. We enable the Leadership of Change®”
The Leadership of Change® is both thought leadership and a suite of tools to propel you from where your organisation is right now, the current ‘a’ state, to where you want to be, the future ‘B’ state. The Leadership of Change® will help you to implement your organisation’s change or improvement and achieve a 100% return on investment (ROI) with full employee adoption, enabling you to secure future profit and remain ahead of your competitors. Truly great Leadership of Change® combines thoughtful strategy alignment of your leadership team and change leadership skills to lead employee change adoption and employee behaviour change.
Leadership of Change® Volumes: The Change Management Body of Knowledge volumes are intended to be leading practice in organisational change management and implementation, which supports strategy execution. They are based on the author’s work, with over thirty years of organisational change implementation, transformation, and business improvement experience in over thirty countries.
Volumes 1 - 7 focus on learning about the practical implementation of change management. The books cover Change Management: Fables, Pocket Guide, Handbook, Leadership, Adoption, Behaviour and Sponsorship.
Volumes A - C are workshop manuals that focus on using change management gamification to learn about change leadership, employee change adoption and employee behaviour change.
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
More on Change Management Leadership Book: https://www.peterfgallagher.com/vol-4...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
September 1, 2021
a2B Change Management Framework® (a2BCMF®) - Step #9: Adoption
9th Critical Organisational Change Implementation a2BCMF® Step - Sustain Phase
Definition: This step is about the organisation and employees making the transition from the current state ‘a’ to the future state ‘B’, leaving the old ways behind and adopting the new way of working and behaving. It is confirmation that they have fully accepted the change, both in mind and in heart. It is agreement that the new way of working is more efficient and benefits both the organisation and customers, which is part of the organisation’s future DNA.
“For change adoption to be successful, leadership needs to ensure employees are supported to develop the new skills, behaviours and motivation that deliver improved future organisation performance”
Business Benefits: Without high employee acceptance of change adoption, the benefits of the investment will not be realised, and the organisation’s long-term survival may not be as secure.
Business Objective: To achieve a high level of user adoption of a new system, process or way of working by developing the employee’s new skills, behaviours and motivation. This should be supported by the sponsor and leaders, with good communication and ongoing strategic alignment.
a2B Change Management Framework® (a2BCMF®)
The a2B Change Management Framework® (a2BCMF®) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.
The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach and some steps can be performed simultaneously.
“Organisational change adoption must be made easier than keeping the old ways”
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
More on Change Management Leadership Book: https://www.peterfgallagher.com/volum...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
Definition: This step is about the organisation and employees making the transition from the current state ‘a’ to the future state ‘B’, leaving the old ways behind and adopting the new way of working and behaving. It is confirmation that they have fully accepted the change, both in mind and in heart. It is agreement that the new way of working is more efficient and benefits both the organisation and customers, which is part of the organisation’s future DNA.
“For change adoption to be successful, leadership needs to ensure employees are supported to develop the new skills, behaviours and motivation that deliver improved future organisation performance”
Business Benefits: Without high employee acceptance of change adoption, the benefits of the investment will not be realised, and the organisation’s long-term survival may not be as secure.
Business Objective: To achieve a high level of user adoption of a new system, process or way of working by developing the employee’s new skills, behaviours and motivation. This should be supported by the sponsor and leaders, with good communication and ongoing strategic alignment.
a2B Change Management Framework® (a2BCMF®)
The a2B Change Management Framework® (a2BCMF®) is a structured and disciplined approach to support organisations, leadership teams and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis and tactics to move from one phase to the next.
The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques and tools focus on overcoming the failures of previous change by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content and process. The framework is a comprehensive management model that allows executives, managers and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach and some steps can be performed simultaneously.
“Organisational change adoption must be made easier than keeping the old ways”
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
More on Change Management Leadership Book: https://www.peterfgallagher.com/volum...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
August 25, 2021
Change Management Leadership - Responsibility Two of Three: Model the New Way
Change Management Leadership - Leadership of Change® Volume 4
Change Management Body of Knowledge (CMBoK) - Volume 4
Model the new way
“The organisation will adopt change when leaders show and model the new way”
Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change:
4. Articulate the Change Vision.
5. Model the New Way.
6. Intervene to Ensure Sustainable Change.
“Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change”
2. Model the New Way: The second main responsibility for the leadership team in implementing their organisation’s change is to ‘Model the New Way’. This is about making the leader’s change vision a reality by modelling the new way of working. Without the execution of the change vision by leaders, the organisation will not move from the current ‘a’ state to the improved future ‘B’ state. To make this happen, the leadership team are effectively and proactively involved, and responsible for three important subset activities. They must involve employees in the change design and model the new skills and behaviours to enhance the employee change experience. These responsibilities cannot be delegated, they cannot be sent as an e-mail instruction, and they are not the responsibility of the change team. As the leadership team fulfils these responsibilities and associated activities, there will be a profound positive shift in change implementation progress. The employee’s change transition experience will not have been one of stress or worry. They will feel that they were made aware of the change early, understand the business reasons for the change, have been involved in the change design and have the capability to operate at the new way of working. Resistance is therefore reduced, and adoption maximised.
About the Book: Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change. Leadership of Change® Volume 4 is a change management leadership book that outlines what should be done to successfully implement organisational change to ensure a return on investment, full employee change adoption, and sustainable change. Until recently, an organisational leader or manager could just focus on normal day-to-day operations, handing off change management and implementation responsibilities to other people.
Organisational change management, transformation, and improvement have become permanent features of the business landscape. Leading change can be one of the most difficult burdens of a leader’s role, but shareholders of organisations are now starting to demand that the leaders have Leadership of Change® capability. This book outlines the three critical leadership of Change® responsibilities, structured on the AMI© Change Leadership Model: ‘Articulate’, ‘Model’ and ‘Intervene’ to ensure sustainable change. Change implementation is also supported by the a2B Change Management Framework® (a2BCMF®).
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
More on Change Management Leadership Book: https://www.peterfgallagher.com/vol-4...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
Change Management Body of Knowledge (CMBoK) - Volume 4
Model the new way
“The organisation will adopt change when leaders show and model the new way”
Change Management Leadership: Effective and proactive leadership is essential for successful organisational change. This book outlines the three critical leadership responsibilities to implement change:
4. Articulate the Change Vision.
5. Model the New Way.
6. Intervene to Ensure Sustainable Change.
“Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change”
2. Model the New Way: The second main responsibility for the leadership team in implementing their organisation’s change is to ‘Model the New Way’. This is about making the leader’s change vision a reality by modelling the new way of working. Without the execution of the change vision by leaders, the organisation will not move from the current ‘a’ state to the improved future ‘B’ state. To make this happen, the leadership team are effectively and proactively involved, and responsible for three important subset activities. They must involve employees in the change design and model the new skills and behaviours to enhance the employee change experience. These responsibilities cannot be delegated, they cannot be sent as an e-mail instruction, and they are not the responsibility of the change team. As the leadership team fulfils these responsibilities and associated activities, there will be a profound positive shift in change implementation progress. The employee’s change transition experience will not have been one of stress or worry. They will feel that they were made aware of the change early, understand the business reasons for the change, have been involved in the change design and have the capability to operate at the new way of working. Resistance is therefore reduced, and adoption maximised.
About the Book: Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change. Leadership of Change® Volume 4 is a change management leadership book that outlines what should be done to successfully implement organisational change to ensure a return on investment, full employee change adoption, and sustainable change. Until recently, an organisational leader or manager could just focus on normal day-to-day operations, handing off change management and implementation responsibilities to other people.
Organisational change management, transformation, and improvement have become permanent features of the business landscape. Leading change can be one of the most difficult burdens of a leader’s role, but shareholders of organisations are now starting to demand that the leaders have Leadership of Change® capability. This book outlines the three critical leadership of Change® responsibilities, structured on the AMI© Change Leadership Model: ‘Articulate’, ‘Model’ and ‘Intervene’ to ensure sustainable change. Change implementation is also supported by the a2B Change Management Framework® (a2BCMF®).
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
More on Change Management Leadership Book: https://www.peterfgallagher.com/vol-4...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
August 19, 2021
Strategy Planning and Change Alignment
An organisation’s strategy is a result of the strategic planning cycle, where the mission and vision are translated into a strategic plan within the restrictions of organisational values. Organisations build a strategy to define how their vision will be achieved. The strategic plan is subdivided into a set of organisational initiatives:
1. Mission: Defines why we exist and is usually a short and simple statement used to communicate the purpose of an organisation. For example, “…be a global leader in providing our customers with products and services with superior quality and value…” Business improvement could be one of the organisation’s enablers to make this happen.
2. Values: Represents the core priorities and values of the organisation’s culture, as well as what drives their philosophy, principles and how the organisation truly behaves. In terms of business improvement, this could mean the organisation is committed to constant and ongoing improvement in everything they do.
3. Vision: Aspiration statement of what the organisation would like to accomplish in the future. It is intended to serve as a clear guide for choosing current and future courses of action, mid-term or long-term. An example, “Our Vision is to put joy in...” Business improvement could support the vision by providing internal capability to drive performance and product quality that will differentiate them from the competition.
4. Strategy: Intended solution to improve the client's organisation, from their current state 'a' to their desired and improved state 'B'. It is the organisation’s action plan to achieve its business goals and objectives. The detailed portfolio, programmes and projects are developed, approved and resourced at this stage to close the 'a' to 'B' gap.
5. Balanced Scorecard (BSC): Strategy performance management tool introduced by Kaplan and Norton. It can be used to measure the organisation’s activities in terms of its vision and strategies, providing the CEO and Board with a comprehensive view of business performance. It has four key interdependent elements and improvements should be focused on each one:
• Finance: Identify a few high-level financial measures that clearly indicate how well the company is doing, with revenue and expenses.
• Customer: Key issues are customer satisfaction and focus on the delivery of products, services, customer service and as always cost, quality and schedule.
• Learning: Focus on employee training and capability and how that impacts both individual and corporate improvement. Business improvement fits really well within the BSC as it can improve both employee skills and improve their ability to impact the other three elements.
• Processes: Focus on internal business processes and measure if they are effective and efficient in terms of delivering to the customer.
6. Portfolio: The strategy will define the portfolio of programmes and projects that the organisation will implement to deliver improved business results, enhance products or services, improve quality, schedule and finance performance. Business and process improvement could be one of the programmes to help enable the delivery of those business goals and objectives.
7. Annual Personal Performance Plan: Individual improvement targets are the vehicle to support personal development planning, but they also allow the organisation to link learning to their strategy. They should be SMART, linked to the BSC and the business improvement programme and projects.
"No matter how good an organisations portfolio of improvement programmes and projects, strategy execution is still likely to fail due to employee resistance, lack of communication and poor leadership alignment challenges”
The goal of linking portfolio management to the organisational strategy is to establish a balance between change programmes and normal day-to-day operations outlined in the operating plan. Having too much change could inhibit the organisation from achieving its wider goal. Failing to achieve the resource balance could impact both efforts to successfully execute change programmes and normal operations. Once the above strategy is in place, the portfolio can then be implemented, and business improvement programmes and projects can be deployed. The deployment should be supported with change management and programme management with appropriate resources, sponsorship and leadership alignment.
“Unless the change initiative is continually aligned to the organisation’s strategy it will not deliver benefits or value to the organisation”
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
More on Change Management Handbook: https://www.peterfgallagher.com/volum...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
1. Mission: Defines why we exist and is usually a short and simple statement used to communicate the purpose of an organisation. For example, “…be a global leader in providing our customers with products and services with superior quality and value…” Business improvement could be one of the organisation’s enablers to make this happen.
2. Values: Represents the core priorities and values of the organisation’s culture, as well as what drives their philosophy, principles and how the organisation truly behaves. In terms of business improvement, this could mean the organisation is committed to constant and ongoing improvement in everything they do.
3. Vision: Aspiration statement of what the organisation would like to accomplish in the future. It is intended to serve as a clear guide for choosing current and future courses of action, mid-term or long-term. An example, “Our Vision is to put joy in...” Business improvement could support the vision by providing internal capability to drive performance and product quality that will differentiate them from the competition.
4. Strategy: Intended solution to improve the client's organisation, from their current state 'a' to their desired and improved state 'B'. It is the organisation’s action plan to achieve its business goals and objectives. The detailed portfolio, programmes and projects are developed, approved and resourced at this stage to close the 'a' to 'B' gap.
5. Balanced Scorecard (BSC): Strategy performance management tool introduced by Kaplan and Norton. It can be used to measure the organisation’s activities in terms of its vision and strategies, providing the CEO and Board with a comprehensive view of business performance. It has four key interdependent elements and improvements should be focused on each one:
• Finance: Identify a few high-level financial measures that clearly indicate how well the company is doing, with revenue and expenses.
• Customer: Key issues are customer satisfaction and focus on the delivery of products, services, customer service and as always cost, quality and schedule.
• Learning: Focus on employee training and capability and how that impacts both individual and corporate improvement. Business improvement fits really well within the BSC as it can improve both employee skills and improve their ability to impact the other three elements.
• Processes: Focus on internal business processes and measure if they are effective and efficient in terms of delivering to the customer.
6. Portfolio: The strategy will define the portfolio of programmes and projects that the organisation will implement to deliver improved business results, enhance products or services, improve quality, schedule and finance performance. Business and process improvement could be one of the programmes to help enable the delivery of those business goals and objectives.
7. Annual Personal Performance Plan: Individual improvement targets are the vehicle to support personal development planning, but they also allow the organisation to link learning to their strategy. They should be SMART, linked to the BSC and the business improvement programme and projects.
"No matter how good an organisations portfolio of improvement programmes and projects, strategy execution is still likely to fail due to employee resistance, lack of communication and poor leadership alignment challenges”
The goal of linking portfolio management to the organisational strategy is to establish a balance between change programmes and normal day-to-day operations outlined in the operating plan. Having too much change could inhibit the organisation from achieving its wider goal. Failing to achieve the resource balance could impact both efforts to successfully execute change programmes and normal operations. Once the above strategy is in place, the portfolio can then be implemented, and business improvement programmes and projects can be deployed. The deployment should be supported with change management and programme management with appropriate resources, sponsorship and leadership alignment.
“Unless the change initiative is continually aligned to the organisation’s strategy it will not deliver benefits or value to the organisation”
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
More on Change Management Handbook: https://www.peterfgallagher.com/volum...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
August 11, 2021
2nd Anniversary of my Change Management Handbook - Pivotal in Creating CMBoK
Change Management Handbook - Leadership of Change® Volume 3
Change Management Body of Knowledge Volume 3
“Change waits for no leader”
I am celebrating the second anniversary of the release of my Change Management Handbook - Leadership of Change® Volume 3. This was my third book and was the built on the foundations of both Change Management Fables - Leadership of Change® Volume 1 and the Change Management Pocket Guide - Leadership of Change® Volume 2. After publishing the Handbook, I have been concentrating on developing and publishing the Leadership of Change® - Change Management Body of Knowledge Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C. The Leadership of Change® encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossaries structured around the ten-step a2B Change Management Framework®. The delivery vehicles are change management books, change management gamification manuals, leadership alignment workshops and masterclasses.
Change Management Body of Knowledge Volumes:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study.
About this Book: This handbook is for growth mindset leaders, senior managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change® Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®.
“Enabling the Leadership of Change®”
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
Change Management Handbook: https://www.peterfgallagher.com/volum...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
Change Management Body of Knowledge Volume 3
“Change waits for no leader”
I am celebrating the second anniversary of the release of my Change Management Handbook - Leadership of Change® Volume 3. This was my third book and was the built on the foundations of both Change Management Fables - Leadership of Change® Volume 1 and the Change Management Pocket Guide - Leadership of Change® Volume 2. After publishing the Handbook, I have been concentrating on developing and publishing the Leadership of Change® - Change Management Body of Knowledge Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C. The Leadership of Change® encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossaries structured around the ten-step a2B Change Management Framework®. The delivery vehicles are change management books, change management gamification manuals, leadership alignment workshops and masterclasses.
Change Management Body of Knowledge Volumes:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study.
About this Book: This handbook is for growth mindset leaders, senior managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change® Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®.
“Enabling the Leadership of Change®”
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting
https://www.peterfgallagher.com
https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
Change Management Handbook: https://www.peterfgallagher.com/volum...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
August 5, 2021
Face-to-Face Vistage Lean Leader Masterclass - July 2021 – Coventry, UK
Lean Leader Masterclass - Leadership of Improvement
Vistage Executives (Group 250) - Coventry - 15th July 2021
I was speaking to a group of Vistage Key Executives (Group Bob Battye - Key 250) in Coventry, UK in a Lean Leader Masterclass. This is the second delivery of this workshop within a three-week period, and it was fantastic to be back delivering with Bob Battye, Vistage Group Chair. Bob has over 20 years’ experience running Peer Groups and Leadership Coaching. The participants were highly engaging, open to learning and started to develop lean skills and knowledge through the two lean simulations using experiential learning.
The UK industry is coming under more and more pressure to improve organisation operating performance, reduce cost, improve quality, and schedule delivery. We are already under-performing in comparison to other G7 countries and post Brexit delivering business improvement is an imperative organisation strategy. Building business improvement capability, selecting the right business improvement methodology and driving the programme is critical to get a return on investment (ROI) and start to improve organisation performance. This Lean Leader Masterclass is for executives who will lead or be part of a leadership team considering or currently implementing a business improvement programme into their organisation.
Masterclass Sessions
Change Disruption and 4IR:
Recognise that 4IR will have a massive impact on the way we live, work, and socialise.
Strategic Planning:
Appreciate the importance of linking lean to strategy.
Lean Leadership Masterclass (Main Session):
Gain an overview of lean methodologies, tools and techniques.
Experience Lean Simulation Phase 1 (As-Is).
Perform a Value Stream Mapping (VSM) Exercise.
Plan and Execute Lean Simulation Phase 2 using lean tools (To-Be).
Change Management:
Understand it is an enabler to lean implementation and employee change adoption.
“Business improvement projects are more likely to fail due to people and communication challenges rather than the application of business improvement tools or methodologies”
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting https://www.peterfgallagher.com/ https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
Master Classes: https://www.peterfgallagher.com/maste...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
Vistage Executives (Group 250) - Coventry - 15th July 2021
I was speaking to a group of Vistage Key Executives (Group Bob Battye - Key 250) in Coventry, UK in a Lean Leader Masterclass. This is the second delivery of this workshop within a three-week period, and it was fantastic to be back delivering with Bob Battye, Vistage Group Chair. Bob has over 20 years’ experience running Peer Groups and Leadership Coaching. The participants were highly engaging, open to learning and started to develop lean skills and knowledge through the two lean simulations using experiential learning.
The UK industry is coming under more and more pressure to improve organisation operating performance, reduce cost, improve quality, and schedule delivery. We are already under-performing in comparison to other G7 countries and post Brexit delivering business improvement is an imperative organisation strategy. Building business improvement capability, selecting the right business improvement methodology and driving the programme is critical to get a return on investment (ROI) and start to improve organisation performance. This Lean Leader Masterclass is for executives who will lead or be part of a leadership team considering or currently implementing a business improvement programme into their organisation.
Masterclass Sessions
Change Disruption and 4IR:
Recognise that 4IR will have a massive impact on the way we live, work, and socialise.
Strategic Planning:
Appreciate the importance of linking lean to strategy.
Lean Leadership Masterclass (Main Session):
Gain an overview of lean methodologies, tools and techniques.
Experience Lean Simulation Phase 1 (As-Is).
Perform a Value Stream Mapping (VSM) Exercise.
Plan and Execute Lean Simulation Phase 2 using lean tools (To-Be).
Change Management:
Understand it is an enabler to lean implementation and employee change adoption.
“Business improvement projects are more likely to fail due to people and communication challenges rather than the application of business improvement tools or methodologies”
Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting https://www.peterfgallagher.com/ https://www.amazon.com/Peter-F-Gallag...
Blog Source: https://www.peterfgallagher.com/singl...
Master Classes: https://www.peterfgallagher.com/maste...
#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement
#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification
