Every change management challenge needs to be aware of, and harness, change agents. Those people that can most influence or implement the changes required. In the risk space they are often referred to as risk champions. I wrote an article on risk champions more than ten years ago addressing questions about what you should expect
I tried something different last week. I posted a “musing” on LinkedIn. It was an excerpt from my book Risky Business: How Successful Organisations Embrace Uncertainty that read “Risk management isn’t rocket science. It’s about managing uncertainty. And, done well, it delivers real value for organisations.” It sparked quite a lot of activity including some
I very much enjoyed General Stanley McChrystal’s Team of Teams. I’ll definitely draw on his observations as I get fully stuck into writing my next book Team Think – How teams make great decisions. Here is a great summary article in Chief Executive about Gen. McChrystal’s Risk Immune System analogy he espouses in his latest
A few blogs ago I mentioned Digby Scott’s definition of a change maker: “…self-driven, self-starters, who don’t need hand holding, but they do value fresh perspectives, ideas and inspiration to help them make the impact they want to make.” Below I align his four descriptors of people’s attitudes to change from his book Change Makers
If you have been reading my last couple of blogs you will know I have been talking about change management (in particular for risk managers). Of course, change management means identifying and managing stakeholders. This week I facilitated a workshop that presented the perfect example of the risk that stakeholders pose if they are difficult