Geopolitical Change Management Archive

Different Levels of Change and their Complexities

We all know the transition of change can be very difficult.  In my experience there are varying complexities in the type of change.  The less tangible the change, the more difficult it can be to manage.  Below is my representation of how “complex change” has a direct relationship with the “type of change”.  One can imagine

Communications Approach within Chinese Culture

Here are a few pointers for you to remember when engaging individuals in China.  It does not follow a traditional Western Organizational Change Management approach since culture is vastly different. China How it’s different than Western cultures Communications should be directed to the leadership who originated the change and their executive peers who are also

Theory-U and Remote Organizational Change Management (Part 2)

In the part two of two series in discussing how Theory-U can be used late into a program transformation especially with those projects that have remote regions we are going to explain the movements, ‘down and up’ the “U-curve” in a practical and pragmatic perspective.  If you haven’t yet done so, please read Part One

Theory-U and Remote Organizational Change Management (Part 1)

Let’s say that you are on a global transformation program where you are changing behaviors and organizational design in a technology driven project that is in a Deploy/Execute phase.  Given it is a global transformation for an enterprise of 50,000+ employees, you are likely to find remote regions of the world that will require change

Change Fatigue is a By-Product of Failed Value

Let’s play buzzword bingo. Ready?  Here’s one for you, Change Fatigue.  As OCM professionals we’re all talking about it.  It’s what sales folks and OCM consultants are preaching to help mitigate and avoid.  First, if you don’t know what Change Fatigue means that’s because there is no single definition of the term.  Some folks have

Organizational Change Executives should be in the Executive Council

Organizational Change Management executives should be in the boardroom of any company.  If an organization has a mature OCM and Learning capability, it is paramount to have the guidance and coaching from the OCM executive.  Here are my six reasons why it should be required for an OCM executive to be involved with strategic business

Top Four (4) Reasons to Brand your Project

Branding your projects is a great way to build themes of business objectives and goals.  It shows internally to the stakeholders that they don’t have to rely in technical or obscure names for the project instead it helps users mnemonically remember the business value based on a name. Creating themed based branding such as the

Avoid these Top 4 Mistakes in Project Branding

In the workplace we see really poor project names.  It almost makes me want to roll off the project because of the dry and boring names it brings to my ears.  Read the news and you will also see how NGO’s and IT tend to name their projects equally as poorly.  Not all NGO’s and