Below you'll find a list of all posts that have been tagged as “Change success”
Beyond Default offers a different and innovative approach to developing strategy and delivering change. The approach is based upon a set of core ideas that collectively present a point of view on this important topic. These 20 core ideas are: The context within which an organisation operates is often more powerful than the strategies and resources that its leaders deploy …
During a recent webinar participants were asked to give their assessment on how effective they thought their organisations were at developing strategy and delivering change. They were asked six questions to which they responded in a live poll. The results were both interesting and concerning. Interesting as they concurred with the answers I’d got many times before when asking similar …
Ironically, the very capabilities that your organisation has developed over time, and that have made it successful in the past, can be the same ones that are anchoring it to its current trajectory. If the purpose of strategy is to change an organisation’s trajectory – to one that leads to an improved future – then the influence of these potentially …
It’s often quoted that some 70% of major change initiatives fail to deliver their intended objectives. If this is true, and the risk of failure so high, what can be done to increase the chances of success? In this post David Trafford and Peter Boggis suggest that much can be learned from world-class performers – particularly from ballet where the …
David Trafford, Peter Boggis and Frank Dannenhauer argue that one of the principal reasons why delivering projects aimed at implementing strategy remains a challenge is that insufficient attention is given to the embedded organisational capabilities that define an organisation’s trajectory. After all, the purpose of this type of project is to change the trajectory of the organisation – and increasingly …
Marketing and Networking University, 25 October 2017 All the available evidence indicates that organisations are not good at delivering transformational change. Whether the transformation involves merging with another company, replatforming core IT systems or changing culture to become more customer-centric, the success rate – in terms of achieving the targets set at the outset – is often said to be …
MBA World, 7 November 2017 Before the financial crisis of 2008, the leaders of the Royal Bank of Scotland (RBS) claimed that they didn’t need a strategy, as everything they did led to success! Maybe if they’d had a strategy the UK Government wouldn’t have had to inject £45 billion of taxpayers’ money to save the bank. In reality, RBS …
Thinkers50, 28 December 2017 Ideas are important, as without ideas there can be no progress. But not all ideas are good or make a positive contribution to business and society. Some ideas may be interesting – and possibly intellectually stimulating – but are of no other value when it comes to informing organisational strategy and transformational change. The potential value …
The Next Ten Years, 26 February 2018 Nick Bush from The Next Ten Years interviews David Trafford on the thinking behind the book Beyond Default. NB: The idea of an organisation being on a trajectory is a compelling one, but I’ve not seen it articulated in this way before. Has anyone else defined strategy in a similar way before? DT: Not …
In this short video David Trafford and Peter Boggis discuss why organisations find it difficult to change. Even with new approaches to organisational and transformational change the success rate has not significantly improved over the past decades. In fact it’s often quoted that only about five percent of large-scale transformation programmes are successful. Also, 80 percent of mergers and acquisitions …
