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.
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