the presentation iceberg

October 12th, 2013  |  by  |  published in Change

“The single most important thing you can do to dramatically improve your presentations is to have a story to tell before you work on your PowerPoint file.” Cliff Atkinson, Beyond Bullet Points This slideshare focuses on four steps you can take to build your story and tell it in a way that encourages your audience […]

Engage for Success

November 19th, 2012  |  by  |  published in Change

Employee engagement is hot! November 12th saw the launch of the Engage for Success website accompanied by plenty of activity in the press and social media. This is the fruit of much work by a large group of contributors including our good friend Nigel Girling (National Centre for Strategic Leadership). I was particularly interested in […]

Fit for the future: a different kind of change?

May 28th, 2012  |  by  |  published in Change

Businesses face many challenges: from tough economic conditions to the tempo of change in markets, technology and society. To prosper in such an environment, organisational fitness – the capacity to adapt structure, behaviour, capabilities and climate in response to these changes – can be a valuable asset. Fit for the Future is a methodology that […]

Management, leadership and cargo cult science

December 1st, 2010  |  by  |  published in Change

The late Richard Feynman coined the phrase “cargo cult science” by way of an attack on the way research in the soft sciences was – and arguably still is – carried out. His argument being that research in these areas took on the appearance of scientific rigour but was missing “a kind of scientific integrity, […]

The Cynefin framework

July 20th, 2010  |  by  |  published in Change

The Cynefin Framework is central to Cognitive Edge methods and tools. It allows executives to see things from new viewpoints, assimilate complex concepts, and address real-world problems and opportunities. Using the Cynefin framework can help executives sense which context they are in so that they can not only make better decisions but also avoid the […]

One day of autonomy produces things that never emerge

May 24th, 2010  |  by  |  published in Change

Here is an animated audio presentation by Dan Pink illustrating ideas from his latest book, Drive. Example? “As soon as the task calls for more than rudimentary cognitive skill – money doesn’t motivate”. It’s not just Dan thinking that management by control has its limits – Gary Hamel writes here about “the widening fault lines […]

The fun theory

November 12th, 2009  |  by  |  published in Change

From Rob Freeth via Dave Snowden, here’s a strategy for engaging others in creating change – change by design if you like – that doesn’t require control, rules, regulations… or consultants for that matter.

Opening the doors to new ideas

September 17th, 2009  |  by  |  published in Change

Destination Open Innovation may sound like a space shuttle mission but it was actually a unique event held at the University of Hull which aimed to encourage cross-business idea-sharing. Run in collaboration with Castleton Consulting, the University of Hull, Yorkshire Water and the Environmental Technologies Centre of Industrial Collaboration (ETCIC) at the University, the project […]

Why did the chicken cross the road?

July 29th, 2009  |  by  |  published in Change

Here is why the world needs change consultants: ‘Deregulation of the chicken’s side of the road was threatening its dominant market position. The chicken was faced with significant challenges to create and develop the competencies required for the newly competitive market. Andersen Consulting, in a partnering relationship with the client, helped the chicken by rethinking […]

We’re all learners now

January 28th, 2009  |  by  |  published in Change

How come, after decades of help from change consultants, people have hardly moved forward in understanding how their organisation sustains and/or develops itself in the midst of a dynamic environment? Could it be that we (as change consultants) are failing to accurately grasp the nature of the contexts in which we attempt to peddle our […]

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