Stories

CLOUDS AND BOXES

Strategy is often an inspiring vision, floating high in the Clouds, while execution lives in Boxes—programmes, projects, and deliverables struggling to stay connected. The gap between them is where strategy either thrives or dies. Too many organisations pour effort into planning, only to watch their ideas drift, never fully landing in execution. So how do we bridge Clouds and Boxes to make strategy real? This story explores the missing link—and why getting it right changes everything.

THE HEROIC LEADER

True transformation isn’t driven by heroic leaders but by creating an environment where everyone is ready to act, adapt, and contribute. By focusing on readiness over resistance, organisations can foster alignment, trust, and collaboration, turning change into a shared journey rather than a top-down directive.

INNOVATION & ITERATION

Reflecting on the recent Change Management Institute Event, we explore how small, consistent improvements lead to substantial outcomes. Through iterative progress, organisations can innovate sustainably, addressing complex challenges incrementally. Real-world examples highlight enhanced customer service, product development, and compliance adaptation. Embracing the Six ITs™ framework, particularly ITer-IT!, fosters dynamic, collaborative, and satisficing solutions.

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INNOVATE REWARDS EFFECTIVELY

In this fifth part of our series, we delve into innovative reward systems, highlighting the crucial distinction between Rewards and recognition. By tailoring incentives to individual preferences, organisations can significantly boost morale and drive engagement. We explore how personalised rewards and public recognition balance intrinsic and extrinsic motivation, fostering a motivated and loyal workforce. Embrace continuous feedback and growth opportunities to create a more engaged team.

Change

BIAS & INNOVATION

In a recent Change Management Institute event, the fascinating influence of biases on decision-making was highlighted, particularly how they can stifle innovation within organisations. Drawing on concepts from Daniel Kahneman's "Thinking, Fast and Slow," the discussion illuminated our tendency to rely on instinctive 'chimp brain' responses and misfiring heuristics, which often lead us down suboptimal paths.

Change

CHANGE & COMMUNICATION

We delve into the vital role of diverse communication strategies in fostering innovation and change within organisations. It challenges the traditional top-down communication model by highlighting the benefits of incorporating horizontal and bottom-up communication. By embracing a broader conversation that includes various internal and external perspectives, organizations can better navigate their inherent complexities. We emphasise the importance of a shared language to unify teams.

Change

REFLECTING ON INNOVATION

A view from the balcony with YourBigPic Founder Mart was out and about reflecting on a Change Management Institute (ChgMI) Event for Innovation and Change. We're all about shared learnings!

Change

LANDING INNOVATION & CHANGE

YourBigPic Founder Mart was out and about reflecting on a Change Management Institute (ChgMI) Event for Innovation and Change. We're all about shared learnings!

Change

GREASEGUN INNOVATION

In this post, we describe an innovation journey that resulted in an improved and patented greasegun. Also, the key elements we have been able to extract from the story based on an interview with current senior management. Finally, we have looked to see how well their journey aligns with our Six-ITs framework.

Strategy

EXCELLENT ECOSYSTEMS

In order to provide the best possible experience to customers or clients an organisation needs to be clear on which of ten Life Areas it intends to focus its offering on. Then it needs to optimise its business ecosystem to ensure it delivers the best service possible in these areas. Finally, it need to manage it performance and metrics within a framework such as the EFQM Excellence framework.

Strategy

BEWARE PAPER NAPKINS!

Making acquisitions seems to be a universally challenging process with very low rates of success. In this story I talk about one such disaster acquisition. At the end I relate it back to today. Nothing much seems to have changed where due diligences are concerned.

Strategy