Not managing change, but creating it

Change management is traditionally seen as a set of tools and approaches for dealing with resistance and overseeing the implementation of new processes or structures. But creating change is much more proactive, dynamic and generative. We see the development of an appetite for change and innovation within an organisation as a creative act – one that enables everyone to bring changes to life. We call this building of the conditions and environment that make change inevitable change leadership, or change creation.

At the heart of our thinking is the ’eight elements of change’ model. This highlights the crucial areas that every leader needs to focus on in order to ensure that changes are delivered, and don’t drift into a cul-de-sac of never-implemented initiatives. The eight elements combine to create clarity, consensus, appetite, ownership, confidence, practicality and momentum. Following the steps enables change to be embedded and benefits to be realised.

Creating change is often like tending a garden – it takes time and care. But there are practical principles we’ve embedded in everything we do to enable change to flourish.

Clarity is a crucial, early priority that takes time and attention. Once we are crystal clear about where we are going, how to get there starts to emerge by itself.

Building an appetite for change really is a fundamental step. Once everyone is change hungry across the organisation, half the work is done.

Change is done by people, not to people. Building involvement early on develops ownership, momentum and quality.