Almost a year ago I blogged about the key trends I’d be watching during 2014. As the year comes to a close, I thought it would be useful to revisit the trends I’ve been watching and see some of the things that have been going on.
There were six key trends that I felt were worthy of attention. These were:
The return of the old
Successful change, and
Let’s see what 2014 brought us . . .
During 2013 and 2014,
It’s time for loose change – not the type you keep in your pocket or purse but the way we approach change. Traditionally, change programmes are planned, controlled and tight – but now, in today’s fast-paced world, we need to have loose change.
In earlier posts I’ve written about the need to change transformational change. In this post, I want to focus on loose change – that is, the change that can and should occur all the time within organisations, not as a formally planned activity
When it comes to tough issues we’re often blind to change – so it’s time to break change! That’s right – it’s time to break many of our change models and look at change with fresh eyes. Last week I wrote about how we need to revisit our approach to some of the underlying models that we’ve relied upon for so long and I want to continue the theme this week.
I’ve written before about the various studies that have shown that almost 70 percent of large-scale change programmes fail
Transformational change has a poor track record of success and perhaps now more than ever we need to revisit our approach to some of the underlying models that we’ve relied upon for so long.
I’ve written before about the various studies showing that almost 70 percent of large-scale change programmes fail to meet their goals. That’s right – study after study reveals roughly the same facts: that only three out of ten transformational change programmes will meet their stated goals.
Learning leaders recently gathered to discuss a number of hot topics – including improving alignment to strategic organisational goals – and yet little alignment seems to have been achieved.
The CIPD and Towards Maturity recently held a round table discussion about the ‘business alignment of L&D,” according to the post by Don Taylor.
I mention this because as readers of my blog will know I am passionate about aligning L&D to the strategy and focus of the business. I therefore
There are times when ‘great minds’ come together and do something that’s meant to be collectively and seriously clever, but actually reveals the deep cracks and divides that lie beneath – and that’s what’s happened recently in the eLearning industry.
I have to thank Donald Clark’s “Plan B” blog for drawing my attention to a post entitled “Gang-of-four’s Serious eLearning manifesto – all a bit melodramatic?” Further investigation took me to the website for the Serious
How often have you had discussions with someone only for them to say, “Well, that’ll never happen here.” Sound familiar? The problem is that when we think it won’t happen it invariably will, and when it does it’ll catch us out and cause bigger problems than we ever thought possible.
As we head – rush perhaps - towards 2014 I thought it was worth reflecting on a range of things we thought would never happen, and to use this history to remind us of just how changeable our world is
In a recent post I wrote about how - despite all our efforts - almost 70% of all change initiatives fail. In this post I want to look at why so many change initiatives fail.
Let’s recap According to HBR almost 70% of all change initiatives fail. That’s right – 70%! In addition to HBR, change guru John Kotter also found that about 70% of change initiatives fail. Ken Blanchard joined the gang and also found the same shameful 70% failure rate.
As I said previously whichever way you
Despite all our efforts almost 70% of all change initiatives fail. In a previous post I wrote about change and the speed of change that’s all around us. In this post I want to look at why so many change initiatives fail.
According to Harvard Business Review almost 70% of all change initiatives fail. That’s right – 70%!
If you don’t believe HBR then perhaps thirty years of research by change guru Dr. John Kotter may help. In addition to HBR, Kotter also found that about 70% of
Do we really love change or do we treat it – as Kipling would say – as an impostor?
Learning to love and manage change effectively is critical for success but it’s not something we necessarily do that well. According to data from the Learning and Performance Capability Map only 37% of respondents felt able to measure their change management capability, resulting in just 8% of all respondents feeling they were at the highest level of competence – level 4 - and 18% of all respondents