|
 |
The Change Leaders is a global network and
community of practice that looks for opportunities
to bring our talents and expertise together in collaborative
projects. A growing library of case studies illustrate
how members of the Change Leaders have joined together
to meet client needs.
Improving
Project Success
Why do projects seem to fail? How do teams broaden their thinking and abilities
to plan and execute change projects, including how to make resource allocation
decisions? tCL members Margareta Barchan (based in Sweden) and Joanne Flinn
(based in Singapore) collaborated in the development of a set of learning tools
that help teams learn to better manage change projects. The result is a proprietary
approach called: "Caynenne:
The Mix the Creates Project Success". The tools were developed and tested
on three continents. Caynenne (TM) is distributed via Celemi, which specialises
in creating energy for change with communications and learning tools. Margareta
serves as Vice Chairman of Celemi.
Customer and Organisational Engagement
Leveraging the capacities of other members of the network, Mick Yates of
Leader Values (based in the U.K.) developed a program with Patricia Shafer
(based in the U.S.) and Wessel Pretorius (based in South Africa), to enable
an executive team to develop greater insights into their organisational culture,
alignment with customer needs and future strategies. The integrated approach
combined Mick's experience as a senior strategic advisor, with Patricia's
proprietary research with global managers, and tools provided by Wessel under
the heading "changeready.me" The experience led to
a significant customer insight-driven shift in the client's strategic focus
and future business building activities.
Unleashing Strategic Energy
How do leaders determine when change is needed, and then enable the change?
While working with a healthcare provider within the U.K. public healthcare
system, tCL member Martin Thomas (based in the U.K.) and Patricia Cichocki
(based in the U.K.) used cultural analysis to help a multi-function managerial
group see the ways in which it was not planning for change. Working with
the Lead Medical Consultant and Divisional Director, Martin and Patricia
designed and facilitated a collaborative dialogue of 20 people through a
discussion of the organisation's future strategic direction. A unanimous
shared vision was created for the year 2010, empowering the group to formulate
plans and set up six project groups to address key issues and monitor progress.
Morale across the organisation improved as people turned their energies from
festering anxiety toward positive action and shared goals. shared
goals. |
|
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
| |
 |
|
