When you may need me
For your change to be successful you need the willing cooperation of people outside your authority. You’ve organised meetings and workshops, spoken energetically at every opportunity and written until blue in the pen. But stuff isn’t happening the way you’d like.
You feel that, despite doing the right things, it’s hard to make change stick. The unexpected too often causes delay. Traditional, programmatic approaches seem too hard. Business cases look unrealistically ambitious and depend too much on hand-wavy assumptions about “culture change”. Things are just too unclear, too complex.
You may be using agile methods but progress is slow because your wider organisation isn’t very agile. Maybe there is too much emphasis on technology. You sense a lack of connection between those creating new capabilities and those who use or support them. Perhaps there is conflict.
What I do
I support organisational change programmes. My skills are in…
Change strategy – Working with management teams and individuals to develop ideas, approaches and behaviours that bring about genuine change in complex, uncertain situations.
Facilitation – Running events, workshops and conferences in inventive ways that connect and inspire people. (Without yoga, eye-closing or hand-holding.)
Communication – Writing things, creating presentations and making videos that explain complicated stuff simply and capture people’s imagination.
I work on business change, technology reform and digital transformation in government; which I also write and speak about.
Typical engagements range from a few days on something specific to longer periods providing more general support.
What you get
What you get depends on the situation. I cook from fresh. Here are some examples…
NHS change I helped some people in the NHS change the way they worked together – see this case study.
The Four Ex Model – A government organisation I worked with was struggling to get innovations into operation effectively. I found that the problem was the model of delivery; so I developed a new one – which I called the Four Ex Model. They liked it. And it fixed things.
More Tea Vicar – Some SME leaders new to providing services to government asked if I could help connect them better to people who might want their services. I started a discussion and networking group called More Tea Vicar. It grew to several hundred strong, with members from both SMEs and government. People met people and good things happened.
The Gubbins Video – There was confusion about the future architecture of government services. I made a video called the Gubbins of Government. It went viral. People were less confused. And many were delighted.
And there’s other stuff – but with duller names.
What I get
What I get is the satisfaction of using my skills and everything else that I am to enable others to crack hard problems. I like helping people and the acknowledgement that comes from that. (And, with luck, I get to make a living as well.)
Change is very much easier when the people involved understand and believe in what is happening. Get this right… and good stuff just starts to happen.