Change management efforts should start even before an organisation commits to a significant change. It should inform the problem framing so that the right solution is determined.
However, all too often we see change management overlooked until after the business case has been signed off, the solution has been designed and the build is underway. And starting change late has consequences.
Read MoreWhile change is an essential part of any organisation's growth and development, it can also be challenging for employees to adapt to ongoing changes. As the pace of change continues to accelerate, employees can become overwhelmed, burnt out, and resistant to new initiatives.
In this article, we will explore four practical ways to reduce the impact of change fatigue, cut through the noise, and support employees to change even when they are over it.
Read MoreAligning your operating model and organisation structure to your organisation’s vision and strategy is key to reducing costs.
In an uncertain economy where every dollar counts, even the smallest increase in revenue or cost-cutting can impact profitability. While recent headlines covering waves of layoffs across large organisations (hello, tech sector) might have you thinking that this is the only way to reduce spend, we’re pleased to tell you that there is a better way.
Read MoreWe know that effective change management can make or break a business transformation. A number of studies report that about 70% of transformation efforts fail to meet their objectives or deliver long-lasting enterprise value. One common theme across the research is that of the 30% that ‘win’ all list effective change management as key to their success. So why is change management so often undercooked and under-budgeted in the planning phase of a business transformation?
Read MoreResearch shows that over 70% of digital transformation efforts fail to meet their objectives or deliver any long-lasting enterprise value. The reason so many digital transformations fail? Not having a clear strategy or plan; a lack of leadership buy-in and poor change management. However we believe there’s another important, yet often overlooked, reason digital transformations fail. A lack of focus on operating model and business process design, which is needed to integrate and adopt out of the box workflows that come with most cloud-based technologies.
Read MoreWellbeing is crucial, but something that seems to be missing is an understanding that wellbeing runs deeper than ‘the things’ on offer. Successful wellbeing is built on a foundation of servant leadership and workplace care – creating the conditions for a supporting culture to thrive.
Read MoreRACI is a model that we, at Levant Consulting, use every day in the way we approach our operating model and organisation design work. It’s a model that has been around since the 1950s. That may beg the question - isn’t it a bit outdated? Aren’t there newer models out there that are more modern and relevant to the business world today? Our view is that the model is still valuable, and there are a few good reasons why.
Read MoreIn an age of time-poor stakeholders dealing with engagement overload, it’s more important than ever to create content that speaks to your audience, not at them. This blog looks at the dos and don’ts of writing stakeholder communications. These can be applied to everything from an email to a colleague, to go-live comms’ for a system implementation.
Read MoreUlrich’s HR service delivery model has been the leading model of choice for HR organisations for a couple of decades now. In short, it promises to create a more business-focused, ‘strategic’ HR function. The model has underpinned successive waves of HR Transformation, often triggered by technology.
Read MoreAs organisations address the need to comply with APRA’s Financial Accountability Regime (FAR) requirements, consideration turns to the inevitable question – what now? In our discussions with clients, a common theme that emerges revolves around how to organise and resource the ‘Office of the FAR’.
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