Below you'll find a list of all posts that have been tagged as “Transformational change”
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 …
Executive Magazine, November 2017 “All organisations have a default future – as do individuals, families, communities and societies. It’s the place they will end up if no action is taken, other than that which is currently planned. If the default future is judged to be an attractive destination, then there is no need to take any action; you’ll arrive there …
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 …
Mi Business Mag, 8 January 2018 Individually, each of us has a default future; as do our businesses, families, communities and societies. It’s the place we will end up if we take no action other than that currently planned. If the default future is aligned with your ambition and aspirations, then simply enjoy the experience and be sure to keep …
Much has been written about leadership, most of which focuses on the characteristics and behaviours of what the writer considers to be a successful leader. It could be argued that there are as many types of successful leader as there are writers on the subject. And some argue further that the distinction between leadership and management is meaningless as good …
The HR Director Magazine, February 2018 edition, pages 48-49 Conventional thinking on strategy is that it begins by defining a compelling vision, complete with big, hairy, audacious goals (BHAGs). Then follows a plan for achieving the vision that is executed flawlessly. Sounds easy. So why is corporate history littered with organisations that have failed to react to change? The evidence …
Review by Graham White for The HR Director “In a world that has lost sight of the ageless skill of prescience Trafford and Boggis have produced a masterpiece of writing that in less than 300 pages delivers a new and innovative approach to developing, applying and implementing executive strategy. Despite asking question after question; (three in the first sentence of …
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 …
Review by Alan Clarke for Quality World Magazine “The authors have set out a very well-evidenced and thought-provoking book, which gives an in-depth overview of how important strategy is to the long-term success of an organisation. Beyond Default explains that organisations have a default future, but that truly successful organisations are able to explore the range of strategic possibilities, and …
