A Change Advocate Network, also known as a Change Champion Network or just a Change Network, is a group of individuals within an organisation who actively support and champion a specific change initiative. In this article, we'll delve into what a change advocate network is, explore the benefits they bring, and provide valuable tips on how to make the most out of them.

To effectively engage stakeholders, you must have a deep understanding of who they are and what makes them tick. This is where personas come into play. In this article, we will explore a four-step process for building valuable personas to support your stakeholder engagement efforts.

When faced with a limited project budget, organisations often decide to merge the roles of the project manager and change manager. However, combining these roles often comes at a cost. In this article, we will delve into the similarities and differences between project management and change management roles and explore the reasons why separating these roles will improve your project’s chances of success.

The deployment of a new system is not only a technology shift but also a transformation in the way people work and organise themselves. But it’s easy to get lost in the technical intricacies of the process and tasks involved in cutover and overlook the people elements at play. In this article we explore the change management implications of different deployment approaches.

Change is inevitable and necessary for organisations to continue to be relevant in a business environment. However, a significant number of change initiatives fail, and one key factor that contributes to this or can be the antidote is effective change leadership. In this article, we'll delve into the world of change leadership and explore the top three skills that a change leader must possess to drive successful change.

It can sound very attractive that an organisation can put in one system that drives all these processes. But do not be fooled; there is a lot you need to do in addition to buying and implementing the technology to be able to fully realise the benefits of having one of these systems.

In this article we share six lessons we have learned from the work we have done with organisations to ensure these systems are not only implemented but adopted.

An unmanageable workload or mismatch between the capability requirements of a role versus an individual are some of the more obvious contributors to burnout however, we pose there are multiple other factors that can have an equal if not more profound impact on preventing burnout.

In this article, we will cover four things that organisations can do to better design “work” to prevent burnout and subsequently improve performance.

Organisations are getting better at the discipline of ‘change management’. However, we’re still consistently asked “how can we manage change better?” 

To truly improve how change is delivered, perspective needs to shift from being project-centric, competing for attention and pushing out messages, to stakeholder-centric, supporting people to navigate their experience of multiple, complex changes.

ERPs like SAP S/4 HANA are complex and will change the way people in your organisation do their job. Implementing the system is easy. Getting your employees to understand the new world and adopt the changes is the hard part. It’s critical that you engage your workforce early and frequently to ensure successful adoption and maximise the return on your technology investment.

There is no quick and effortless way to design a technology operating model – every organisation is different.

However, based on our extensive work on technology operating models in medium to large organisations, across various industries, here are 6 key insights that will hopefully help you when you’re next designing a tech operating model.

In times of uncertainty and tough economic conditions, ensuring your organisation is set up to deliver your priorities is more important than ever. While it’s tempting to jump straight into ‘solution mode’ when looking to evaluate or redesign your organisation, considering what you want it to be, or what you want to achieve is critical. The answers to these questions will help guide both your leaders and what’s needed for effective operating model design.

If you are a leader, you will have or are most likely leading a change or multiple changes. The very nature of change can take its toll on people mentally, energetically, physically, and emotionally. Leaders are faced with the challenge of sustaining their own and their team’s well-being, energy, focus, motivation, and resolve.

There is increasing recognition of the need to support leaders to develop their ability to regulate and co-regulate emotions in the workplace. Here are four key strategies for emotion regulation.

Change management efforts should start even before an organisation commits to a significant change. It should inform the problem framing so that the right solution is determined.

However, all too often we see change management overlooked until after the business case has been signed off, the solution has been designed and the build is underway. And starting change late has consequences.

While change is an essential part of any organisation's growth and development, it can also be challenging for employees to adapt to ongoing changes. As the pace of change continues to accelerate, employees can become overwhelmed, burnt out, and resistant to new initiatives.

In this article, we will explore four practical ways to reduce the impact of change fatigue, cut through the noise, and support employees to change even when they are over it.

Aligning your operating model and organisation structure to your organisation’s vision and strategy is key to reducing costs.

In an uncertain economy where every dollar counts, even the smallest increase in revenue or cost-cutting can impact profitability. While recent headlines covering waves of layoffs across large organisations (hello, tech sector) might have you thinking that this is the only way to reduce spend, we’re pleased to tell you that there is a better way.

We know that effective change management can make or break a business transformation. A number of studies report that about 70% of transformation efforts fail to meet their objectives or deliver long-lasting enterprise value. One common theme across the research is that of the 30% that ‘win’ all list effective change management as key to their success. So why is change management so often undercooked and under-budgeted in the planning phase of a business transformation?