Disruption

Firms must continuously evolve. But change efforts often neglect the complexity of the environment or of the workplace. Despite all the activity, people get stuck.

Relentless disruption

Good managers face endless pressure to overcome obstacles and move, quickly, in fresh directions.

Such disruption has roots in the external environment and also within the organisation itself.

Environment

Economic slowdown, calls for employee well-being, swings in customer appetite or society’s values, technology advances, and climate change all demand new ways of working.

Organisation

Desirable shifts in vision or strategy, service or product, system or process, and new expectations of leadership, management, and performance are all disruptive forces.

Internal difficulties also require attention: rigid hierarchies, disjointed teams, cash flow strain, outdated processes or technology, skills shortages, and low engagement.

Going round in circles

Managers highlight concerns; executives paint the future. Some colleagues get it; others bury their heads in the sand.

The vision is distilled into a project ‘roadmap’ with tasks and milestones, even a budget.

Comms campaigns explain why change matters, and reveal a blueprint for how to move forward.

Frustration for all

Still, nine times out of ten results fall short of expectations. The more urgency is felt, the more old ways assert themselves.

This merry-go-round of change is a burden for everyone, both inside and beyond the boardroom.

How you know you’re stuck

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We talk about sustainability, yet no one is moved to take a cold shower.

Last year’s business plan is still the best slide deck we have ever seen.

Many colleagues have good ideas, but they are soon lost in the system.

Results are often not as good, and costs higher, than we expect to see.

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The problems we come across are always someone else’s fault.

Some people talk about culture, but the rest of us have real work to do.

Colleagues leave work tired, then spend the evening on email.

Sure, I can work harder. But will anyone see the difference I make?

Turn the corner

The thinking and practice of ‘turn the corner’ are a response to the questions that traditional change methods leave unanswered.