As we all know, attempting cultural change is, in Niccolo Machiavelli's words "the most difficult to arrange and the most doubtful of success" because it is the way the organisation has learnt to cope with threats and achieve prosperity since it was founded. During that time, these values ...

Its tempting to think of change as the redesign of a machine, where the human cogs within it are re-aligned to improve the more efficient operation of a precisely engineered process. For this to succeed, all that is needed is for instructions to be sent out, systems changed and processes disseminate...

Most justifications for change do not deliver what they promise. In fact it could be that only 20% of the investments made in transformation projects (digital or otherwise) are actually worthwhile (IBM Research). Surprisingly this isn't a shock to anyone. But perhaps more surprising is that knowing ...

No matter how carefully you plan change, unless you focus on who can bring it about, or stop it in its tracks, you are doomed to fail. And in my opinion that is any change, including seemingly straight forward IT implementations, 20% of which go so wrong they threaten the job of the IT ...

Why is it that organisations are so resistant to change? 

This has puzzled professionals for decades, while businesses continue to burn cash and time on failed projects and implementations. Perhaps part of the reason, is that change projects use settled methodologies to effectively execute a pla...