the Change Leaders Oxf17 –  ‘The Sustainable Organisation’ summary

We are pleased to share the conference summary below. For those who attended Oxford conference, hopefully this will provide a great summary. For those who didn’t, some interesting thoughts for you to consider about 'The Sustainable Organisation'. Warm regards, Julie Friday September 22nd started with key note speaker Ian Billick, the Executive Director of the Rocky Mountain…

tCL Oxford 2016 post-conference summary

Theme : At our Oxford 2016 conference in September, we examined the relationships between Influence, Power and Change, and their overall role in change processes. As power is a critical resource for every actor, be it in organisations or in society as a whole, the conference aspired to help us understand how some individuals acquire power while others do not; why some individuals retain their…

The Change Leaders Par17 conference paper

This paper details the key points from the Paris 2017 conference on 'leading change in a disruptive, sharing economy'. The conference uncovered a diverse range of insights from global multi-national corporations through to local cooperatives. Perspectives on dis-intermediation, co-creation, and cooperation emerged. These created a new world-view of built-for-purpose business vehicles and…

The Change Leaders Oxf16 conference SPREAD paper

Influence, power, and change This paper details the key points from the Oxford 2016 conference on “Influence, Power, and Change” and charts how the subject matter was subsequently ‘unfolded’ into more detailed discussions using the unconference framework. This engagement framework enabled participants to put more contextual sense and meaning around the topics using a community approach, and…

The 4E’s and Change – Part 1

This article was authored by Mick Yates after a workshop as part of CCC1, with input from many participants There is a real difference between Managers and Leaders (Peter Drucker, 1954; John Kotter, 1996). Leaders need to be great Managers, but Managers are not always great Leaders. Managers are essentially a 20th century concept, as complex, non-military work organizations grew. Managers run…

Is Enterprise 2.0 the neuro-organisation?

This article belongs to Cécile Demailly’s blog here; a version in French is available here: Entreprise 2.0 et cerveau, quels parallèles ? . Using metaphors enriches understanding and provides insights that are not only theoretical, but also incredibly practical. Gareth Morgan, in his book “Images of Organization”, mentions the Brain as one of them, among many others. It didn’t strike me as an…

Oxford Conference 2013 – Is Change Agency a Profession? A Historical Perspective.

At our autumn conference held in Oxford in September, we were fortunate to be joined by Chris McKenna, University Reader in Business Strategy and History, a Fellow of Brasenose College, Oxford, and the Director of the Novak Druce Centre for Professional Service Firms at Saïd Business School. He studies the historical development and strategy of professional firms, and their role in shaping global…

Paris Conference 2014 – The Posture of the Open-Minded Executive

On Friday afternoon at the Paris conference, we sat captivated while David Jestaz, Director of the Corporate University of Management,  told his story of change in a business unit of EDF (EDRF).  David had created an award-winning training programme to support a major culture change – the business needed to compete in a market where they had previously held a monopoly.  This needed a different…

The 4E’s and Change – Part 2

1. An accepted need for change There must be a “need” creation process – the Leader usually understands the reason and the need for the change first, but not always. Sometimes the need is there, well identified, yet no one knows how to deal with it. It is at this point that the Leader steps in. Importantly he or she must then help create the acceptance of the need for change amongst all…