Change management business press

An examination of why so many ambitious change initiatives end in failure, and of the steps that leading companies such as Ford, Dell, T-Mobile, and Adobe are taking to deliver real transformation against the odds.

Advice on what managers should be doing to handle employee 'change fatigue' from too many organizational changes. The authors suggest acknowledging the discomfort that comes with change, devising a plan in the face of uncertainty, and adopting set rituals as a team.

Many accounting firms are reflecting on the wins and challenges they've faced in a remote work environment and are recalibrating their operating model to effectively manage a remote, or in many cases hybrid, workforce. The article takes a look at why it is important to provide staff with remote opportunities and then dives into the best practices that firms are employing to drive success.

A study into the tension between ongoing change management initiatives, the speed of C Suite transitions and the shrinking of middle management. The author's review of industry data suggests that the increase in change management initiatives set against senior management instability and a loss of middle management is leading to diminishing returns. They suggest that increasing stability and consistency in core areas is becoming more important to corporate financial success.

An interview with Fiona Dixon CA, advisory partner at HLB Mann Judd in Australia, where she has set up the firm's transformation division. She specialises in business transformation, using AI and bots to create efficiencies across the organisation. The article also covers software that can assist with building a bot and how accountants can go about developing their tech skills.

David Neary and Alan Kilmartin of Deloitte Ireland provide an overview of taxation changes which may impact on the deployment and cost efficiency of climate change initiatives in Ireland.

This article provides pointers as to how executives who spot signs of big market shifts can make the case for change when the evidence isn’t yet abundantly clear.

Article on the importance for manufacturers of breaking down silo walls as part of the transition to smart factories. Strategies include focusing on the value of data, fostering a culture of innovation, establishing a smart manufacturing steering committee, empowering digital change champions and making internal communications a change management priority

Steve Zaffrdon and Dave Logan advise on how leaders can rewrite the future in the minds of their employees. Using Malcom Burn's time as CEO of New Zealand Steel as an example, they say leaders who reset future expectations can transform a failing situation - leading to a dramatic elevation in company performance.