Monthly Archives: April 2013

Change Analytics

Change is hard

Businesses are starting to make their use of big data a competitive advantage. A recent report from the MIT SLoan School of Management investigates the use of data in organisations (not just business).

In the Economist recently they reported on the use of data in social science. For instance an analysis of mobile phone records that can predict with not less than 80% accuracy where you are at any time of the day.  If you have a web site or use social media as part of your marketing you will be looking at data (analytics) to see where your money is having the most effect.

What role does data and analytics have in managing change?
Click here to find out

C4CM qualifications in context

Our awarded QCF credits (Qualifications Credit Framework) are ideal for toping up on continuing professional development (CPD) and can be used to apply for other post graduate qualifications such as Diplomas and Degree programmes.

The qualifications are offered in modules that are appropriate for both change professionals and strategic managers. They work well to evidence Investors in People and can be used to deliver consistency of approach across the tiers of an organisation.

C4CM™ qualifications in context:

C4CM qualifications map

C4CM qualifications map

Prosci second free webinar series for 2013

Prosci and the Change Management Learning Center have released the second free webinar series for 2013. This special six-part series includes a selection of webinars that we feel you may find of interest.

The webinars are run from the east coast in the US so they happen from 4pm to 5:30pm here in the UK and provide some real insight from their research.

The special six-part series includes the following topics click to read on

Rate of change increases

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If the rate of change on the outside exceeds the rate of change on the inside; the end is in sight.
Jack Welch

In a recent comment column in the Economist, Schumpeter notes that in 1980 (just 30 years ago) a company in the top fifth of its industry had a 10% chance of falling down to a lower tier within 5 years (the rate of change is 10% of companies drop out of the top fifth every five years); in 1998 this had risen to 25%. It is almost certainly higher now.

Of course, some of the change is newer companies succeeding in the competitive battle and moving into the top fifth; some of the change is companies losing the competitive battle and dropping down. I am interested in the implications for a business that has been going for a while. What should it be doing to survive and succeed. Or crudely put: avoid the Kodak, HMV, Blockbuster effect!

Click here to find out how to survive

Strategy and change

I strategy and changeteach a course on strategy in a local management centre so I am keen on the link between strategy, change and operational excellence. I have just read a review in the Economist of a new book on strategy by A. G. Lafley and Roger Martin in which they describe how they turned Proctor & Gamble around and delivered significant shareholder value. In the book they describe six common strategic errors and it occurred to me that these also described six failed approaches to change.

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