Ringing the changes: from change programmes to change platforms – NHS Improving Quality

The Horizons group’s campaign to challenge top down change is tapping into the collective brilliance of the NHS!

In the first of a series of blogs for the Challenge Top-Down Change campaign, Helen Bevan, Chief Transformation Officer at NHS IQ outlines why she supports NHS change from the bottom up.

 

https://nhsiq.wordpress.com/2015/01/23/ringing-the-changes-from-change-programmes-to-change-platforms/

How to Trick Yourself into Doing Tasks You Dread – Harvard Business Review

For some of us, checking off each item on our to-do lists provides the endorphin rush we need to make task completion an intrinsic joy. But most of us need a little extra motivation, especially for boring work like recording billable hours, uncomfortable tasks like facing awkward conversations with dissatisfied clients, or major projects like writing a complex case study. Setting up a compelling reward system can help you power through your to-dos.

https://hbr.org/2015/01/how-to-trick-yourself-into-doing-tasks-you-dread

We Still Don’t Know the Difference Between Change and Transformation – Harvard Business Review

It’s been almost 10 years since HBR published John Kotter’s classic article,”Why Transformation Efforts Fail.” And although his suggestions for how to improve the odds have been widely accepted, the success rate of major corporate change programs remains essentially unchanged — it still hovers at 30%. Given the amount of research that business schools have dedicated to understanding change management, the number of books and articles published on the subject, and the investment that companies have made in consultants and training, one would think that we would be doing better by now.

https://hbr.org/2015/01/we-still-dont-know-the-difference-between-change-and-transformation

How to Craft an Agile Marketing Campaign – Harvard Business Review

Meticulously designed marketing campaigns are a relic. As research on disruption and market transitions suggests, you’re better off these days if you can quickly identify and adapt to changes in your environment. Sure, you can anticipate multiple outcomes, with branching if-then plans and hypothetical scenarios — but those plans are only as effective as events are predictable. It’s extremely difficult to say how long current trends will remain significant — innovative technologies are popping up faster than we can forecast — and it’s impossible to tell which new trends could emerge during your campaign and thwart your efforts.

https://hbr.org/2015/01/how-to-craft-an-agile-marketing-campaign

Research: Love-Hate Relationships at Work Might Be Good for You – Harvard Business Review

Workplace relationships are complex. Colleagues compete as well as cooperate with you for bonuses. Friends at work who are trusted confidantes may then gossip about you. Co-workers who encourage you may also disparage you in front of others. You might call these people “frenemies”. But researchers like us label these kinds of connections “ambivalent relationships”.

https://hbr.org/2015/01/research-love-hate-relationships-at-work-might-be-good-for-you

The Productivity Challenge of an Aging Global Workforce – Harvard Business Review

The world is aging, and that matters for growth. In the past, an abundant and growing labor pool was a powerful engine of the world economy; today, the number of workers is starting to decline in many countries. This leaves no alternative but for companies, individuals, and governments to work in smarter ways. In an era of profound demographic change, another productivity revolution is a necessity.

https://hbr.org/2015/01/the-productivity-challenge-of-an-aging-global-workforce

Corporate Empathy Is Not an Oxymoron – Harvard Business Review

In a transparent world dominated by social media, corporations are feeling the need to become truly responsive to the needs of their customers and employees. The corporate world is an increasingly immediate, intimate, and interactive space. The call for companies to engage in authentic dialogue is becoming louder. And yet this desire to change is hampered by the fear of appearing weak and vulnerable, meaning that most businesses still suffer from an empathy deficit. As the CEO of a British bank confided at last year’s World Economic Forum, “We all know it’s important to be empathic, but how do I galvanize 48,000 people in my UK operations — most of whom think that empathy is for wimps?”

https://hbr.org/2015/01/corporate-empathy-is-not-an-oxymoron