People decide whether a change succeeds, long after the plan is approved. These articles cover leading organizations through transitions, handling resistance honestly, and making new ways of working stick.
Change ManagementCritical thinking asks whether a claim is true. Consequential thinking asks what happens next if you act on it. Here is why the second skill is rarer and how to practice it.
AI WritingI have watched a workforce fear a new technology before, and I watched the fear dissolve. It did not dissolve because of reassurance, town halls, or enthusiasm campaigns. It dissolved because we retrained people, and training is the only answer…
Change ManagementNobody stood on a desk. The resistance was quieter and more durable: ledgers kept in bottom drawers, spreadsheets shadowing the new system, a steady preference for the world people knew. Underneath it all was a fear nobody said out loud.
Change ManagementNobody in the room called it digital transformation, because the term did not exist. We had a retailer running accounting, HR, and payroll on paper, a mandate to computerize all of it, and years later the industry invented a name…
Change ManagementI ghostwrote a book built on the people-process-technology framework, and I had unusual material to test it against: my own transformations. Sorted honestly, every crisis that threatened them was a people problem or a process problem wearing technical clothing.
Change ManagementPeople ask what our transformation covered, and the honest answer sounds like bravado: everything. Accounting to SAP, HR and payroll to SaaS, merchandising to a real system. The completeness was the hardest-won property of the program, and the point of…
Change ManagementThe system that worked yesterday would not come up today, and there were no logs to explain why, because the failure was the logging. We spent three days awake hunting an earthquake. The cause was a punctuation mark, and the…
Authority Through AuthorshipManagement consultants spend careers absorbing tacit pattern recognition no business school teaches and no operator has time to develop. Here are eight skill areas where the senior consultant holds authority almost nobody else can claim, and why a book is…
Change ManagementDo digital transformation in this order: people, process, technology. People first, always, asking what happens to each person, retrained, retired, moved where. Process next, where you often find the process is just broken and fixing it solves the problem with…
Change ManagementMost digital transformations fail for an unglamorous reason: poor testing. Everyone checks whether the system works normally; almost nobody tests it under real load or watches what happens when it breaks. I saw systems go live with untuned queries that…
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