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Taking charge of change

If businesses must embrace change more frequently, why do managers find it so unsettling? Sally Fisher explains how to turn it to your advantage.

If you have been in your career at least 18 months, there is a high probability you have experienced at least one corporate change programme. How well did it work out for you? Many of us can look back over several restructures, technology implementations, process changes, new leadership regimes and culture changes. 

Over the past 20 years I have worked as an international consultant, advising private and public sector clients to predict, shape and manage the impact of transformation on their people. Whether working in Europe, Asia or the Americas, I have observed how thousands of people have reacted to those changes.

I have also experienced changes first hand and am fascinated by how some people make change programmes a catalyst to accelerate their careers, while others let them stall or even stunt their career trajectory.

This is an extract from the Business & Management Magazine, Issue 258, October 2017, p.10-11.  

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