Tag Archives: change planning

Creating 21st Century Transformational Learning

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Creating 21st Century Transformational Learning

GUEST POST from Janet Sernack

I was privileged to attend one of the first Theory U; Presencing Leadership for Profound Innovation and Change Workshops presented by the Sloane School of Management, in Boston in 2008. This means that I have been able to observe, engage with and participate, from both Israel and Australia, in the evolution of Presencing and Theory U as powerful resources and vehicles for effecting profound transformational change and learning.

Intentional Change and Learning

I have seen and experienced the growth of the global Presencing community, as it transformed from a small, diverse, thought-leading group in the USA, seeding a range of deeply disruptive core concepts, as described in their groundbreaking book – Presence: Human Purpose and the Field of the Future into a global movement.

Where they introduced a radical new theory about change and learning, I also participated in its evolution into its current manifestation, as a global movement for profound transformational change. Which seeks to create, within the whole system, intentional shifts that break old patterns of seeing and acting that continually create results, on a planetary level, that are no longer needed or wanted. Achieving this by encouraging deeper levels of attention and intention, as well as deep and continuous learning, to create an awareness of the larger systemic whole, ultimately leading to us to adopt new and different mindsets, behaviors, actions, and systems that can help to shape our evolution and our futures.

A Turning Point

It is suggested by many, that we are at a turning point, a critical moment in time, where all of us, individually and collectively, have the chance to focus our attention toward activating, harnessing, and mobilizing transformational change and learning to shape our evolution and our futures intelligently. To maximize the emergence, divergence, and convergence of new patterns of consumer and business behaviors that have emerged at extraordinary speed and can be sustained over long periods of time because digitization, coupled with the impact of the global pandemic, have accelerated changes faster than many of us believed previously possible.

Paradoxically, we are facing an uncertain future, where according to the World Economic Forum Job Reset Summit – “While vaccine rollout has begun and the growth outlook is predicted to improve, and even socio-economic recovery is far from certain” no matter where you are located or professionally aligned.

Leveraging the Turning Point

This turning point, is full of possibilities and innovative opportunities potentially enabling organizations, leaders, teams, people, and customers to embrace the opportunity to change and learning in creative and inventive ways to shape our evolution and to co-create our futures, in ways that are:

  • Purposeful and meaningful,
  • Embrace speed, agility, and simplicity,
  • Scale our confidence, capacity, and competence through unlearning, relearning, and innovation.

Resulting in improving equity for all, resilience, sustainability, growth, and future-fitness, in an ever-changing landscape, deeply impacted by the technologies created by accelerated digitization, by putting ourselves into the service of what is wanting to emerge in this unique turning point and moment of time.

Forward-looking leadership

This is validated by the Boston Consulting Group (BCG), who outlined, in a recent article the key strategies employed by most innovative companies in 2021 that “forward-looking leaders soon looked to broader needs affecting their companies’ futures, such as resilience, digital transformation, and customer relevance”.

Realizing, like the authors of Presence: Human Purpose and the Field of the Future, the need to build the systemic ability to drive change, learning and innovation, by transforming their ambitious aspirations into real results through:

  1. Clarifying a clear ambition: that is meaningful and purposeful, compelling and engaging that aligns to people’s values and helps build “one team” mindsets.
  2. Building systemic innovation domains: that are strategically and culturally aligned, enabling people and technology to connect, explore, discover, design, and deliver the ambition through making changes and learning, collective and ecosystems approach that provides clear lines of sight to stakeholders, users, and customers.
  3. Performance management: that acknowledges and rewards collaborative achievements, results in transformational change and learning through smart risk-taking, experimentation and drives accountability, and celebrates success.
  4. Project management: that provides rigor and discipline, through taking a human-centered, and agile approach that allows people and teams to make the necessary shifts in assigning and delivering commercially astute, ambitious, radical, and challenging breakthrough and Moonshot projects.
  5. Talent and culture: by exercising leadership that brings people and teams together, collaborating by fostering openness, transparency, permission, and trust so people can safely unlearn, relearn, adapt and innovate. By supporting and sponsoring change initiatives, by harnessing and mobilizing collective genius, by granting prestige to innovation roles and valuing radical candor, generating discovery and challenges to the status quo.

A Moment in Time

Some thirteen years later, in a recent Letter, Otto Scharmer, one of the original authors of the Presence book, shared with the global Presencing community, that it:

“feels as if we have collectively crossed a threshold and entered a new time. A time that was there already before, but more as a background presence. A time that some geologists proposed to refer to as the Anthropocene, the age of humans. Living in the Anthropocene means that basically all the problems, all the challenges we face on a planetary scale are caused by… ourselves”.

He then stated that “Being alive at such a profound planetary threshold moment poses a critical question to each and every one of us: What is my response to all of this, what is our response to this condition, how am I – and how are we – going to show up at this moment?

Showing up at this moment

Change and learning today involve people, developing their knowledge, mindsets, and behaviors, skills and habits. So, making a fundamental choice about how you wish to show up right now, as a leader or manager, business owner or employee, consultant, trainer, or coach, is crucial to making your contribution and commitment to shaping your own individual, and our collective evolution and our futures.

Taking just a moment

It may, in fact, be beneficial, to take just a moment – to hit your pause button, retreat into reflection, stillness, and silence and ask yourself Otto’s question – how am I, and how are we as a business practice, team or organization going to show up at this moment?

Drawing on my experience as an innovative start-up entrepreneur in Israel, people can either be forced to change and learn through necessity, conflict, and adversity in order to survive. Alternately, they can choose to change through seeing the world with fresh eyes, full of possibility, positivity, optimism, and self-transcendence, to innovate and thrive.

  • How might you develop the courage to make transformational and systemic changes and learning and innovation your key priorities to survive through necessity and adversity, or thrive through unleashing possibilities, optimism, and positivity?
  • How might you develop the compassion to focus on developing both customer and human centricity in ways that are purposefully meaningful and aligned to people’s values and contribute to the good of the whole (people, profit, and planet)?
  • How might you be creative in transforming your time, people, and financial investments in ways that drive out complacency, build change readiness and deliver the deep and continuous change and learning that equips and empowers people to deliver tangible results that are valued, appreciated, and cherished, now and in the future?

Not only to take advantage of the moment in time but to also use transformational change and learning to extend your practice or organizations future fitness and life expectancy, because, according to a recent article in Forbes –  “Half of the giants we now know may no longer exist by the next decade. In 1964, a company on the S&P 500 had an average life expectancy of 33 years. This number was reduced to 24 years in 2016 and is forecast to shrink further to 12 years by 2027”.

This is the final blog in our series of blogs, podcasts, and webinars on Developing a Human-Centric Future-Fitness organization.

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 8-weeks, starting Tuesday, October 19, 2021.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of a human-centered approach and emergent structure (Theory U) to innovation, within your unique context.  Find out more

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Balancing the Need for Structure and Flexibility in Change Management Plans

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Balancing the Need for Structure and Flexibility in Change Management Plans

GUEST POST from Art Inteligencia

In the ever-evolving landscape of modern business, change is a constant. Organizations face continuous pressure to adapt to new market demands, technological advancements, and internal challenges. As a result, change management has become an indispensable discipline to ensure smooth transitions and sustained organizational success. However, one of the fundamental dilemmas in change management is achieving the right balance between structure and flexibility.

Too much structure can stifle creativity, slow down the process, and lead to resistance from employees. On the other hand, too much flexibility can result in chaos, lack of accountability, and ultimately, failure to achieve the desired objectives. The key lies in finding the sweet spot that allows for both structured approaches and adaptable methodologies. In this article, we will explore how to strike this balance with insights from two real-world case studies.

Case Study 1: A Manufacturing Giant Finds Its Balance

Company: XYZ Manufacturing Inc.
Industry: Manufacturing
Challenge: Adapting to new digital technologies

XYZ Manufacturing Inc., a leader in industrial equipment manufacturing, faced a significant challenge in adapting its legacy systems to incorporate new digital technologies like IoT sensors and advanced analytics. To navigate this transformation, the company initiated a comprehensive change management plan.

Structured Approach: XYZ Manufacturing Inc. began with a detailed impact analysis to identify areas most affected by the change. This analysis informed the development of a structured roadmap with clear milestones, deadlines, and well-defined roles and responsibilities. Additionally, the company established a Change Management Office (CMO) responsible for overseeing the implementation of the plan, ensuring that each department adhered to the predefined guidelines.

Flexibility: Despite the rigid structure, the CMO recognized the importance of flexibility to adapt to real-time scenarios. For instance, during the implementation of new IoT sensors on the factory floor, unexpected technical glitches occurred. Instead of rigidly sticking to the initial timeline, the CMO allowed for flexibility in the schedule and allocated resources to troubleshoot the issues. Feedback loops were established to gather insights from employees on the ground, which led to iterative adjustments in the implementation plan.

Outcome: By balancing structure with flexibility, XYZ Manufacturing Inc. successfully integrated digital technologies into its operations, resulting in enhanced productivity and reduced downtime. The company’s ability to adapt swiftly to challenges without derailing from its overall plan was pivotal to its success.

Case Study 2: A Healthcare Provider’s Agile Transformation

Company: HealthPlus Services
Industry: Healthcare
Challenge: Implementing Electronic Health Records (EHR)

HealthPlus Services, a prominent healthcare provider, embarked on an ambitious project to implement an Electronic Health Records (EHR) system across its network of hospitals and clinics. The aim was to improve patient care, streamline operations, and ensure compliance with industry regulations.

Structured Approach: The project kicked off with a meticulous planning phase, involving cross-functional teams from IT, medical staff, and administration. A project charter was established, outlining objectives, timelines, and key performance indicators. Comprehensive training programs were designed to ensure that all medical staff were proficient in using the new EHR system. Regular progress reports and checkpoints were set up to monitor adherence to the plan.

Flexibility: Despite the detailed planning, HealthPlus Services understood that the healthcare environment is dynamic and unpredictable. They adopted an agile methodology, allowing for adaptive changes throughout the project. When initial rollouts revealed user-interface challenges and resistance from some medical staff, the organization swiftly pivoted by incorporating their feedback into system enhancements. Additionally, they extended the training programs and introduced peer mentors to provide on-the-ground support.

Outcome: Through a balanced approach that combined thorough planning with an agile mindset, HealthPlus Services successfully implemented the EHR system. The flexible aspects of the plan allowed for real-time adjustments that led to higher user satisfaction and smoother adoption. Ultimately, the quality of patient care improved significantly, and operational efficiencies were realized.

Key Takeaways

The experiences of XYZ Manufacturing Inc. and HealthPlus Services highlight the importance of balancing structure and flexibility in change management plans. Here are the key takeaways for achieving this balance:

  1. Start with a Clear Structure: Launch change initiatives with a well-defined structure, including impact analysis, milestones, roles, and responsibilities.
  2. Embrace Flexibility: Allow for adaptive changes based on real-time feedback and unexpected challenges. Incorporate flexible timelines and iterative adjustments.
  3. Foster Open Communication: Create feedback loops and channels for employees to voice concerns and suggestions, ensuring their input shapes the change process.
  4. Stay Agile in Execution: Adopt agile methodologies to facilitate iterative and incremental progress, enabling the organization to pivot when necessary.
  5. Empower Your Change Agents: Equip your Change Management Office or equivalent body with the authority and resources needed to adapt plans while maintaining overall alignment with objectives.

Successfully navigating change requires a harmonious blend of structure and flexibility. By learning from the experiences of others and applying these principles, organizations can enhance their ability to adapt, innovate, and thrive in an ever-changing business environment.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pexels

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Re-Skilling and Upskilling People & Teams

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Re-Skilling and Upskilling People & Teams

GUEST POST from Janet Sernack

The pandemic has increased the pace of change in a digitally accelerated world, and at the same time, it is forcing organizations, leaders, and teams to become more purposeful, human, and customer-centric. Where managing both the future and the present simultaneously requires people to unlearn what has worked in the past and relearn new mindsets and behaviors as to what might be possible, useful, and relevant in the future.

This is crucial to enabling people to perform at their best, and it requires investment in reskilling and upskilling people to be future-fit to meet the needs of previously unheard-of occupations, newly emerging flexible job options. All of which are being transformed by the pandemic, coupled with technologies created by accelerated digitization. Where organizations, leaders, and teams can increase speed, agility and improve simplicity and strategically generate new ways of tapping into the power of and harnessing and mobilizing people’s collective intelligence.

To better enable them to balance and resource organizational digital, agile, or cultural transformational initiatives with the needs of its people, users, customers, and communities, and execute them accordingly.

Collective Intelligence

Collective intelligence is group intelligence that emerges from the collaboration, efforts, and engagement of diverse groups, tribes, teams, and collectives. Which poses a great opportunity, which is also critical to recovery, for organizations to attract, retain, manage and leverage talent  through reskilling and upskilling people to be future-fit by:

  1. Enhancing flexible work options

The recent World Economic Forum Job Reset Summit reported that – “in 2020, the global workforce lost an equivalent of 255 million full-time jobs, an estimated $3.7 trillion in wages and 4.4% of global GDP, a staggering toll on lives and livelihoods.”

McKinsey & Co in a recent article state that – as many as 25 percent more workers may need to switch occupations than before the pandemic.

This means that in a hybrid work environment, without the constriction of location, and with the ability to leverage connection digitally, at little, or no cost, there is a greater talent pool to draw from. Including, according to a recent Harvard Business Review article “What your future employees want most” untapped pools of talent such as the “home force” which includes bringing people back into the workforce including people who put their careers on hold due to raising children, caring for the elderly and retired baby boomers.

It also means that some people will be more likely to prioritize lifestyle (family and personal interests) over proximity to work, and will pursue jobs in locations where they can focus on both – even if it means taking a pay cut. Workers will be more likely to move out of cities and other urban locations if they can work remotely for a majority of the time, creating new work hubs in rural areas.

  1. Measuring the value delivered and not the volume

Designing people and customer-centric work experiences, roles gives people the space to unlock their full potential, maximize their impact by delivering transformative results that contribute to the common good and to the future of humanity.

It also encourages cross-fertilization of creative ideas through teaming and networking, maximizing the power of collaboration and collaborative technologies to create and capture value, through inventing new business models, services, and products that users and customers appreciate and cherish.

  1. Prioritizing continuous learning, reskilling and upskilling

At the same time, customer expectations and preferences are also constantly changing, giving rise and opening doors to new roles and opportunities, that may have never previously existed.

Organizations also need to discover and explore new ways of competing and future-proofing against uncertainty and disruption. They also need to invent new ways of boosting productivity and improving efficiency, through adapting and flexing to flow with the new reality and to ultimately grow and thrive within it.

There are also opportunities to solve complex problems by increasing reciprocity and collaboration through cross-functional partnerships, collectives, tribes, and ecosystems, designed to capture and deliver value co-creatively.

Continuous learning

Reskilling and upskilling people to be future-fit by maximizing collective intelligence require disrupting complacency and stagnation and creating an environment of continuous learning and trust.

Where people are focused on delivering a great customer experience and have the permission and safety and are “allowed” to:

  • Value and leverage differences and diversity in ways that evoke, provoke, and create new ways of being through unlearning, and through relearning to adopt a beginner’s mind, develop a paradox lens, and elastic thinking strategies to pivot quickly into new roles and structures as situations demand.
  • Challenge the status quo, by withholding judgment and evaluation, through developing vital generative questioning, listening, and debating skills to deep dive into and unleash creative and inventive ideas.
  • Continuously learn, to remain both agile and adaptive, collaborative and innovative, to discover, evolve, and grow talent in ways that are both nimble and sustainable.
  • Create lines of sight between strategy, structures, systems, people, and customers, identifying and maximizing interdependencies, through intentional collaboration where everyone knows that their efforts contribute to, and make a difference to the delivery of organizational outcomes.
  • Provide rigor, discipline by driving accountability and by constantly measuring and sharing feedback and results to allow for engaging people in continuous learning, iterative process, and real-life pivots.

Leveraging collective genius

Only by prioritizing reskilling and upskilling people to be future-fit organizations will leverage people’s collective genius and enhance their agility to survive and thrive, flow, and flourish in a VUCA world.

Organizations that are future-focused will create meaningful and purposeful hybrid workplaces that increase peoples’ job satisfaction and support.  That provides flexible work options, continuous learning, and focus on generating value delivery will build people’s loyalty and retention and lower hiring costs over time.

An uncertain future

According to the World Economic Forum Job Reset Summit – “While vaccine rollout has begun and the growth outlook is predicted to improve, and even socio-economic recovery is far from certain”.

Yet, with so much uncertainty about the future, there is one thing that we can all control and is controllable, are our mindsets – how we think, feel, and choose to act in any situation, especially in our communication, problem-solving, and decision-making processes.

All of us have the freedom to choose, to develop our independent wills, and create new ways of being, thinking, feeling, and doing – to meet the needs of a wide range of previously unheard-of occupations that are emerging, to provide more flexible, meaningful and purposeful job options.

To leverage the current turning point, which is full of possibilities and innovative opportunities for enabling organizations, people, and customers to be more equitable, resilient, sustainable, and future-fit, in an ever-changing landscape, impacted by the technologies created by accelerated digitization.

This is the next blog a series of blogs, podcasts, and webinars on Developing a Human-Centric Future-Fitness organization

Find out more about our work at ImagineNation™

Find out about The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 8-weeks, starting October 19, 2021. It is a blended learning program that will give you a deep understanding of the language, principles, and applications of a human-centered approach to innovation, within your unique context. Find out more.

Image credit: Pixabay

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Innovation Teams Do Not Innovate

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Innovation Teams Do Not Innovate

Guest Post from Janet Sernack

In our first blog in this series of three blogs, we reinforced and validated the importance and role of collaboration. We then described the range of emerging new, inspirational, and adaptive models that lean into complexity and catalyze and embed sustainable innovative workplace culture change. Where some organizations, like Alibaba, Disney, Google, Salesforce, and GE, developed their future fitness by courageously investing in catalyzing, igniting, and leading change through innovation teams.

Innovation teams are teams that don’t innovate!

Conventional team collaboration performance and development approaches are still relevant and foundational to long-term organizational success.  And, a new range of organizational needs are emerging in our fast-changing and disruptive world, that complement conventional team development processes including the importance of:

  • Providing a unified and holistic and systemic “collective mind” focussed on adding value to customers,
  • Being agile, focused, and in charge to make faster decisions,
  • Sharing resources and insights to reduce costs,
  • Working interdependencies to improve efficiencies and productivity,
  • Shifting focus from being competitive towards co-creating ecosystems to solve bigger, more complex problems, to lead, embed, and sustain value-adding change in a disruptive world.

According to the authors of Eat, Sleep Innovate, an innovation team is formed to develop “something different that creates value” and do this best in a culture where such behaviors come naturally.

These behaviors include:

  • Curiosity
  • Customer obsession
  • Adeptness to ambiguity
  • Collaboration
  • Empowerment
  • Accountability

Purpose of innovation teams

The purpose of an innovation team is to create an environment that unlocks an organization’s collective intelligence (capacity, competence, and confidence) and builds the capability to change as fast as change itself.

Usually, through providing mentorship, coaching, and learning process in ways that align, engage, enable, equip and leverage peoples’ collective intelligence to:

  • Adapt to higher levels of ambiguity and uncertainty,
  • Challenge the status quo and help break a conventional business as usual habits, leadership styles, and comfortable ways of working,
  • Provoke future “fast forward” (horizon three) thinking,
  • Support the implementation of digital and organizational transformational efforts,
  • Collectively and collaboratively drive innovation across organizations pragmatically and make it a reality,
  • Leverage synergies across ecosystems to solve complex problems and deliver increased value to customers.

Ultimately, to provoke and evoke future “fast forward” creative discoveries and experiment with new platforms and possible future business models to help guide future renewal and reinventions.

Delivering these, as smart and multi-disciplinary teams in ways that are timely, agile, and disciplined that potentially support and bring significant value to customers, the market, and to the organization.

Unconventional stretch collaboration requires connection, cognitive dissonance, and conflict

Experimenting with, iterating, and adapting new collaborative models, enables organizations and their leaders, to shift their focus – from being defensively competitive towards being creatively constructive.

Where the goal is to create a high performing, connected, and networked workplace culture where people:

  • Have the time and space to deeply connect, collaborate, and co-create value,
  • Maximize differences and diversity of thought,
  • Generate the urgency and creative energy to innovate,
  • Feel safe and have permission to freely share ideas, wisdom, knowledge, information, resources, and perspectives.

Innovation teams create discord and generate conflict

At ImagineNation™ we have found that the best way for innovation teams to perform is through building safety and trust, whilst simultaneously being safely provocative and evocative in creating discord and conflict to disrupt peoples conventional thought processes, behaviors, and habits.

To engage people in maximizing differences and diversity to generate creative ideas, and experiment with inventive prototypes, that ultimately solve big and complex problems and deliver commercially astute, innovative solutions.

By connecting, networking, and focussing on co-creation and emphasizing collaboration, inclusion, and mutual accountability, and not on being competitive.

Dealing with the organizational blockers – Innovation teams

At ImagineNation™ our experience has enabled us to understand and reduce the range of key common blockers to transformational and innovation-led change initiatives.

Where we support clients identify, and resolve and remove them by enabling and equipping innovation teams to:

  • Develop agile and innovation mindsets: building capability in safely exposing and disrupting rigid mindsets through customized mindset shifting, behavioral-based, skills development programs.
  • Understand the impact of the organization’s collective mindset: supporting teams to develop an empathic understanding of one another, then shifting how they feel and think to act differently, and cultivate the discomfort resilience when facing the challenges and failures in the innovation rollercoaster ride.
  • Enable leadership development: through educating, mentoring, and coaching leaders to grow their adaptive, collaborative, engaging, and innovative team leadership and membership capabilities.
  • Foster the development of an adaptive and innovative culture: by applying the cultural assessment and diagnostic processes that result in pragmatic culture change initiatives.
  • Ensure strategic alignment: sensing, perceiving, and developing a mutual focus, common language and understanding, and a collaborative networked way of working, that bridges the gap between the current and desired states.

Setting up an innovation team – the critical success factors

At ImagineNation™ we have also helped our clients identify, and embed the critical success factors, that enable innovation teams to drive and embed innovation-led change and transformational initiatives by ensuring:

  • Alignment to the mission, vision, purpose, values.
  • Strategic allocation of resources.
  • Leadership team sponsorship and mentorship.
  • Investment in team members and leader’s capability development.
  • Thinking big and focussing on clarifying and delivering future “fast forward” far-reaching solutions to highly impactful challenges.
  • Organization engagement and enrolment in implementing changes and creating, inventing, and delivering innovative solutions.
  • Lines of sight to stakeholders, eco-system players, and customers, taking an empathic value-adding perspective at all times.

Innovation teams – an unfreezing opportunity to co-create future-fit organizations

Embracing this type of collaborative approach creates an unprecedented opportunity for organizations, who have been upended as a result of the Covid-19 crisis, to develop a sense of urgency toward unfreezing and eliminating their corporate antibodies.

Empathizing with the range of challenges leaders are facing right now, where many are slowly waking up to a post-covid world, where there is an unprecedented and urgent opportunity to co-create a “new normal” that is well-designed to lift any of the emotional barriers to teamwork, locked-down relationships and online fatigue.

Opening the door to a new kind of co-creative, collaborative and cohesive team spirit that allows and encourages people to re-imagine, re-learn, reinvent and co-create new, fresh future fit, adaptive and innovative, people and customer-centric systems, structures, business models, and ecosystems.

All of which are mandatory for delivering future “fast forward” strategies for applying the collaborative and collective intelligence required for increasing value in innovative ways that people and customers appreciate and cherish, in ways we have not previously imagined, that connect with and contribute to, the good of the whole.

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 8-weeks, starting Tuesday, October 19, 2021.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of a human-centred approach and emergent structure (Theory U) to innovation, within your unique context. Find out more

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Catalysing Change Through Innovation Teams

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Catalysing Change Through Innovation Teams

Guest Post from Janet Sernack

What makes Israel so innovative? And what has this got to do with teaming? One of the key discoveries, we made, almost ten years ago, when we relocated to Israel, was the power of its innovation eco-system – the result of a collaboration between the state, venture capital firms, successful entrepreneurs, educational system, business system, incubators, and accelerators. Reinforcing and validating the importance and role of collaboration, where a range of new, inspirational, and adaptive models that lean into complexity and catalyze and embed innovative workplace culture changes, have emerged. Where some organizations have strategically and systemically, courageously invested in applying these new models internally, in catalyzing change through innovation teams.

Transform creative discoveries

Innovation teams transform creative discoveries and ideas into new platforms and business models in timely, agile, and disciplined ways that bring significant value to the market and organization. Who, according to Nick Udall, CEO and co-founder of nowhere, effectively deliver the desired step-changes, breakthrough innovations, and organizational transformation, in ways that “move beyond what we know and step into the unknown, where the relationship between cause and effect is more ambiguous, hidden, subtle and multi-dimensional.”

New collaborative models

The range of new collaborative models, include teams and teaming, tribes, collectives, and eco-systems, are all designed to help organizations innovate in turbulent times.

Where they empower and enable everyone to be involved in innovating, and in responding to the diverse assortment of complex challenges emerging from the Covid-19 crises. They also empower and enable people to co-sense and co-create inventive solutions to the range of “complex” challenges, in ways that potentially engineer 21st-century adaptability, growth, success, and sustainability, in countries, communities, and organizations.

Capacity to change

Groups, teams, and teaming are now the “DNA of cultures of innovation”, who fuel organizations, with an “evolutionary advantage – the capacity to change as fast as change itself.” As we transition from our pre-Covid-19 conventional business-as-usual “normals”, organizations have the opportunity to adapt to the high levels of ambiguity by leveraging their peoples’ collective genius.

Utilizing innovation teams to multiply their value and co-create innovation cultures that catalyze growth, in the post-Covid-19 world through:

  • Emerging and exploring possibilities
  • Discovering creative opportunities
  • Making strategic decisions
  • Incubating and accelerating new ideas.

Realm of the creative team

According to Dr. Nick Udall in “Riding the Creativity Roller-Coaster” – creative teams embrace and work with the unknown, intangible, invisible, the unconscious and the implicate, that their key challenges are “to wander with wonder into the unknown.”

Through cultivating a 21st-century skill set, including – attending and observing, questioning, listening and differing, risk-taking and experimenting, and teaming and networking that enables them to be, think and act differently.

Catalyzing change through innovation teams involves creating a culture of innovation, which according to the authors of “Eat, Sleep, Innovate” – is one in which (mindsets) and behaviors that drive innovation come naturally.

Where creative teams are formed around a Passionate Purpose, that propels them into the unknown, in an unpredictable world, where they connect and stretch with cognitive dissonance and creative tension, through developing discomfort resilience. To co-create collective breakthroughs that shift them beyond managing the probable, toward leading what’s possible.

Role of collective mindsets and behaviors

One of the key elements that we can intentionally cultivate is our ability to develop habits that build our mental toughness and emotional agility to cope with stress and adversity, at the same time, paradoxically, create, invent and innovate.

The one thing that we can all control, and is controllable, are our individual and collective mindsets – how we think, feel and choose to act, in solving complex problems, performing and innovating, to dance on the edges of our comfort zones, in the face of the kinds of uncertainties we confront today.

Challenges in creating a culture of innovation 

Our research at ImagineNation™ has found that many organizations are disappointed and disillusioned with many of the conventional approaches to effecting culture change, largely because of variables including:

  • Confusion between the role of climate, culture, and engagement assessments and processes, knowing which one aligns to their purpose, strategy, and goals and delivers the greatest and most relevant value.
  • The typically large financial investment that is required to fund them.
  • The time it takes to design or customize, and implement them.
  • The complexity of tools and processes available that are involved in contextualizing and measuring desired changes.
  • Designating responsibility and accountability for role modeling, leading, and implementing the desired changes.
  • Building peoples’ readiness and receptivity to the desired change.
  • Efforts are required in removing the systemic blockers to change.
  • Designing and delivering the most appropriate change and learning interventions.
  • The false promises of “innovation theatre”.
  • The time it takes to reap desired results, often years.

In response to our client’s need for speedy, cost-effective, and simple, internal and collaborative culture change initiatives, we developed an integrated, simple, yet profoundly effective approach that integrates three powerful streams for catalyzing change through innovation teams:

  1. Team development and teaming skills
  2. Education and learning interventions
  3. Coaching and mentoring initiatives

By taking these variables into account, focussing on building the internal capability, and offering a different and fresh perspective towards catalyzing change through innovation teams.

Creating a culture of innovation – the innovation team 

We took inspiration from our 32 years of collective knowledge, wisdom, and experience across the domains of change management, culture, leadership, and team development as well as from our 8 years of iterating and pivoting our approach to the People Side of Innovation.

Coupling this with our extensive research sources, we developed and customized a team-based action and blended learning and coaching methodology for innovation teams, described as:

  • Change catalysts who operate with senior leadership sponsorship, empowered and equipped to trigger internal change management, engagement, and learning initiatives.
  • Teachers, coaches, and mentors who provide coaching and mentoring support to educate people in innovation principles and processes that cultivate sustainable innovation through co-creating learning programs and events.
  • A small effective and cohesive team, of evangelists, agitators, coaches, and guides and enables the whole organization to participate through partnering and collaborating on potentially ground-breaking (Moonshot) projects, aligned to the organization’s vision, purpose, and strategy.
  • Amazing networkers and influencers who work both within and outside of silos to inspire and motivate people to co-operate and collaborate by taking a systemic perspective, leveraging organizational independencies, to co-sense and co-create groundbreaking (Moonshot) prototypes that they pitch to senior leaders.
  • Being customer-obsessed and equipped with the innovation agility – capacity, competence, and confidence to adapt, transform, and constantly innovate to maximize the impact of innovation across the organization to affect growth, and deliver improved value by making innovation everyone’s job, every day, to make innovation a habit and way of life.

Developing the future fit future-facing company

Involves a commitment toward catalyzing change through innovation teams, leveraging teams, tribes, collectives as internal growth engines, who collaborate quickly to respond to ambiguity, turbulence, and rapid developments. By being nimble and agile, leading with open minds, hearts, and will to be present and compassionate to emerging human needs, courageously experiment with different business models, and creatively contribute to an improved future, for everyone.

This is the first in a series of three blogs about catalyzing change through innovation teams, why innovation teams are important in catalyzing culture change, and what an innovation team does.

Check out our second blog which describes how an innovation team operates and our final blog which includes an evidence-based case study of an effective and successful innovation team in a client organization.

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 8-weeks, starting Tuesday, October 19, 2021.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of a human-centered approach and emergent structure (Theory U) to innovation, within your unique context. Find out more

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Understanding the Five Key Stages of Change Planning

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Understanding the Five Key Stages of Change Planning

GUEST POST from Chateau G Pato

Change is inevitable and essential for any organization to thrive in today’s dynamic business landscape. However, effective change planning is not a one-size-fits-all approach. It requires a deep understanding of the five key stages of change planning, as well as the unique challenges and opportunities that each stage presents. In this thought leadership article, we will delve into these stages and explore them through insightful case study examples to enhance your understanding and enable you to drive successful change initiatives.

1. Stage One: Assessment and Planning

The first stage of change planning involves conducting a comprehensive assessment of the organization’s current state and identifying the desired future state. This stage sets the foundation for the entire change process. Let’s consider a case study from a multinational manufacturing company:

Case Study 1: XYZ Manufacturing

XYZ Manufacturing recognized the need to streamline its production processes to remain competitive. Through a detailed assessment, they identified inefficiencies in their supply chain and a potential shift to automated systems. They created a change management team, involving representatives from each department, to facilitate smooth implementation.

Key Takeaway: Effective change planning starts with a thorough assessment and a cross-functional team to ensure diverse perspectives and support throughout the change journey.

2. Stage Two: Building a Coalition

The second stage involves building a coalition of key stakeholders who will champion the change initiative. This coalition creates a sense of ownership and ensures alignment with the change vision. Let’s explore a case study in the healthcare industry:

Case Study 2: ABC Hospital

ABC Hospital recognized the need to transition from traditional paper-based record-keeping to a digital system. The hospital formed a coalition comprising medical staff, administrators, and IT experts. By involving stakeholders across the organization, the coalition was able to address concerns, gather buy-in, and ensure a successful transition to the new system.

Key Takeaway: A strong coalition of stakeholders is crucial for managing resistance to change and garnering support across different levels of the organization.

3. Stage Three: Communication and Change Readiness

In the third stage, effective communication is essential to convey the change vision, set clear expectations, and assess readiness for change across the organization. Let’s examine a case study from the retail industry:

Case Study 3: XYZ Retail

XYZ Retail aimed to introduce a new customer relationship management (CRM) system to enhance customer engagement. They utilized various communication channels, including town hall meetings, newsletters, and online training programs. By effectively communicating the benefits, functionalities, and expected outcomes, XYZ Retail achieved high employee engagement and readiness for change.

Key Takeaway: Keeping all stakeholders well-informed and engaged throughout the change process fosters a positive attitude towards change and minimizes resistance.

4. Stage Four: Implementation and Action

The fourth stage involves executing the change plan, often involving pilot programs or phased rollouts. This stage demands careful coordination, continuous evaluation, and adaptability. Let’s analyze a case study from the technology sector:

Case Study 4: DEF Tech

DEF Tech aimed to implement a new project management software across multiple teams. They followed a phased approach, beginning with a small team and gradually expanding to other departments. Regular feedback loops and continuous improvement helped DEF Tech uncover and address unforeseen challenges, resulting in a successful implementation.

Key Takeaway: A phased implementation approach combined with continuous evaluation and responsiveness ensures a smooth transition and enables teams to learn from early experiences.

5. Stage Five: Sustaining and Institutionalizing Change

The final stage involves embedding the change within the organizational culture to ensure long-term sustainability. This stage demands ongoing reinforcement, recognizing and celebrating milestones, and ensuring support structures are in place. Let’s consider a case study from the financial industry:

Case Study 5: PQR Bank

PQR Bank aimed to foster an innovative culture by encouraging employees to embrace change, take calculated risks, and suggest process improvements. They introduced regular innovation challenges, rewarded innovative ideas, and provided comprehensive training opportunities. Consequently, PQR Bank created a culture that thrived on change, attributing its success to continuously evolving ideas and agile processes.

Key Takeaway: Sustainability of change comes from embedding it within the culture, rewarding innovation, and providing ongoing support and development opportunities.

Conclusion

Understanding the five key stages of change planning is integral to executing successful change initiatives. By leveraging insights from real-life case studies, we have explored how organizations effectively navigate through assessment and planning, coalition building, communication and change readiness, implementation and action, and sustaining and institutionalizing change. Remember, change is a journey, and comprehensive planning coupled with empathy and adaptability increases the likelihood of achieving desired outcomes.

SPECIAL BONUS: The very best change planners use a visual, collaborative approach to create their deliverables. A methodology and tools like those in Change Planning Toolkit™ can empower anyone to become great change planners themselves.

Image credit: Pexels

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What is the best way to create successful change? – EPISODE FOUR – Ask the Consultant

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Live from the Innovation Studio comes EPISODE FOUR of a new ‘Ask the Consultant’ series of short form videos. EPISODE FOUR tackles a question I’m asked so frequently that I wrote a book to answer it:

“What is the best way to create successful change?”

Hint: It starts with getting a copy of Charting Change because I introduce in the book several key frameworks that lay the groundwork for successful change that are built upon in the Change Planning Toolkit™.

The pace of change is accelerating and organizations need to become more agile and more capable of continuous change. This presents a huge challenge for most organizations.

Together in this episode we’ll explore some of the core building blocks to creating successful change in your organization, and a discuss what else is in Charting Change and the Change Planning Toolkit™, and how this particular book can make a great course book for change management courses at universities, executive education, and corporate training programs.

Many of the tools in the optional Change Planning Toolkit™ will look familiar to change management professionals because they have been informed by the ACMP’s Standard for Change Management and the PMI’s PMBOK.

Five Keys to Successful Change 550

“Does the change you’re proposing inspire fear or curiosity? Fear steals energy from change; curiosity fuels it.”— Braden Kelley

Grab your copy of Charting Change on Amazon while they last!

What question should I tackle in the next video episode of “Ask the Consultant” live from my innovation studio?

Contact me with your question

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Below are the previous episodes of ‘Ask the Consultant’:

  1. EPISODE ONE – What is innovation?
  2. EPISODE TWO – How do I create continuous innovation in my organization?
  3. EPISODE THREE – What is digital transformation?
  4. All other episodes of Ask the Consultant


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Change Planning in Times of Crisis

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Navigating Uncertainty and Building Resilience

Change Planning in Times of Crisis

GUEST POST from Chateau G Pato

In times of crisis, organizations are faced with unprecedented challenges that require swift and strategic action. The ability to adapt and thrive in the face of uncertainty is a crucial skill that can make or break a business. Change planning is key to managing these transitions effectively and building resilience for the future.

The COVID-19 pandemic serves as a stark reminder of the importance of effective change planning in times of crisis. Businesses across the globe were forced to adapt to rapidly changing circumstances, from transitioning to remote work to radically transforming their business models. Those that were able to navigate this uncertainty with agility and resilience emerged stronger on the other side.

Case Study 1: Airbnb

One such example is Airbnb, a company that faced significant disruption to its business during the pandemic. With travel restrictions in place and a dramatic drop in tourism, Airbnb had to quickly pivot its strategy to survive. By focusing on local stays and experiences, the company was able to adapt to the new reality and maintain its customer base. Through effective change planning, Airbnb demonstrated resilience in the face of crisis.

Case Study 2: Target

Another case study of successful change planning in times of crisis is that of Target, a retail giant that weathered the storm during the 2008 financial crisis. By prioritizing customer needs, streamlining operations, and focusing on innovation, Target was able to emerge from the crisis stronger than ever. The company’s strategic approach to change planning enabled it to not only survive the economic downturn but also thrive in the aftermath.

So, what are the key principles of effective change planning in times of crisis? Firstly, organizations must embrace agility and flexibility, being willing to adapt quickly to changing circumstances. Secondly, leaders must prioritize communication and transparency, keeping employees informed and engaged throughout the change process. Lastly, businesses must focus on innovation and customer-centric strategies to stay ahead of the curve and drive growth in uncertain times.

Conclusion

Navigating uncertainty and building resilience in times of crisis requires strategic change planning and a proactive approach to managing disruption. By learning from case studies like Airbnb and Target, organizations can develop the resilience needed to thrive in the face of adversity. The ability to adapt, innovate, and prioritize customer needs is key to surviving and succeeding in challenging times. By embracing change planning as a core competency, businesses can weather the storm and emerge stronger on the other side.

Bottom line: The Change Planning Toolkit™ is grounded in extensive research and proven methodologies, providing users with a reliable and evidence-based approach to change management. The toolkit offers a comprehensive set of tools and resources that guide users through each stage of the change planning process, enabling them to develop effective strategies and navigate potential obstacles with confidence.

Image credit: Pexels

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Leadership in Change Planning

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Essential Qualities for Guiding Successful Transformations

Leadership in Change Planning

GUEST POST from Chateau G Pato

Change is inevitable in both personal and professional life. In the business world, this is especially true as companies need to constantly adapt to new market trends, technological advancements, and evolving customer expectations. However, navigating through change can be a daunting task for leaders. It requires not only strategic planning and clear communication but also a set of essential qualities that can guide successful transformations.

One of the key qualities that a leader must possess in change planning is visionary thinking. A visionary leader can see beyond the current circumstances and envision a better future for the organization. They have the ability to inspire and motivate others to work towards a common goal, even in the face of uncertainty and challenges. By setting a clear direction and communicating a compelling vision, they can rally their team behind them and drive positive change.

Another essential quality for guiding successful transformations is emotional intelligence. Change can be a turbulent and emotional process for employees, as it often involves letting go of the familiar and embracing the unknown. A leader with high emotional intelligence understands the impact of change on individuals and can empathize with their concerns and fears. By fostering open communication, providing support, and showing empathy, they can help their team navigate through the transition more effectively.

To illustrate the importance of these essential qualities in change planning, let’s examine two case studies of successful transformations led by visionary and emotionally intelligent leaders.

Case Study 1: Steve Jobs and the Turnaround of Apple Inc.

Steve Jobs, the co-founder and former CEO of Apple Inc., is widely recognized as one of the most visionary leaders in the tech industry. In the late 1990s, Apple was on the brink of bankruptcy due to declining sales and lackluster products. Jobs returned to the company as CEO in 1997 and embarked on a series of transformative initiatives, including the launch of the groundbreaking iMac, iPod, iPhone, and iPad.

Jobs’ visionary thinking was instrumental in redefining Apple’s brand and product portfolio. He saw the potential of combining technology with design to create innovative and user-friendly products that would revolutionize the industry. By articulating a clear vision for the company and inspiring his team to think differently, Jobs was able to steer Apple towards unprecedented success and profitability.

Moreover, Jobs demonstrated high emotional intelligence in his leadership approach. He understood the fears and doubts of his employees during the turnaround process and took the time to listen to their concerns. By fostering a culture of creativity, collaboration, and trust, he encouraged his team to embrace change and push the boundaries of what was possible. This combination of visionary thinking and emotional intelligence ultimately led to the successful transformation of Apple Inc. into one of the world’s most valuable and influential technology companies.

Case Study 2: Satya Nadella and the Cultural Transformation of Microsoft

Satya Nadella, the CEO of Microsoft, is another example of a leader who has demonstrated exceptional qualities in change planning. When Nadella took the helm of Microsoft in 2014, the company was facing significant challenges in adapting to the fast-changing tech landscape. As a cloud-focused leader, Nadella recognized the need for a cultural transformation within the organization to foster innovation and agility.

Nadella’s visionary thinking was evident in his strategic shift towards cloud computing and artificial intelligence. He saw the potential of these technologies in driving Microsoft’s growth and competitiveness in the digital age. By articulating a bold vision for the company’s future and aligning his team around it, Nadella was able to accelerate Microsoft’s transformation into a leading cloud services provider.

In addition, Nadella displayed a high level of emotional intelligence in his leadership style. He recognized the importance of empowering employees and embracing diversity and inclusion as key drivers of innovation. By fostering a culture of openness, collaboration, and continuous learning, he created a supportive environment where employees felt motivated to contribute their best ideas and talents to drive the company’s success.

The combination of visionary thinking and emotional intelligence in his leadership approach has been instrumental in Microsoft’s resurgence as a tech powerhouse. Under Nadella’s guidance, the company has successfully navigated through major organizational changes and emerged as a leader in cloud computing, artificial intelligence, and digital transformation.

Conclusion

Leadership in change planning requires a unique blend of essential qualities, including visionary thinking and emotional intelligence. By exemplifying these qualities, leaders can guide successful transformations that drive organizational growth, innovation, and sustainability. The case studies of Steve Jobs and Satya Nadella demonstrate how visionary and emotionally intelligent leaders can inspire their teams to embrace change and achieve remarkable results. As we navigate through an increasingly complex and uncertain business landscape, it is crucial for leaders to cultivate these essential qualities to lead their organizations towards a brighter future.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pexels

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Outcome-Driven Change (ODC)

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Outcome-Driven Change (ODC)

When it comes to business, many people would say it is outcomes that truly matter, especially investors on wall street. Investors don’t care what kind of software you’re running or what your stack looks like, or how you do what you do, as long as you deliver the financial outcomes they are looking for in order to earn a return on their investment.

Doctors also focus on outcomes and insurance companies are becoming obsessed with them, forcing doctors and customers into Accountable Care Organizations (ACOs). In healthcare, the outcomes obsession is called Outcomes-Based Management or Outcomes-Based Healthcare. In education, the outcomes obsession has led to an obsession with standardized testing and a practice called Outcomes-Based Education (OBE).

And in the innovation space, Tony Ulwick and Strategyn created Outcomes-Driven Innovation (ODI). In the innovation space this approach can be very beneficial as it helps companies move away from asking questions like “What can this technology do?” to questions that create better outcomes and more value, questions like “What is the customer trying to do?” or “What is the job to be done (JTBD)?”

Whether it is healthcare, education, business, or innovation, a focus on outcomes can be very helpful, but in these contexts we are looking at managing to a certain set of outcomes, or improving a certain set of outcomes, at a fixed point in time.

In the area of organizational change however, the focus often is not on outcomes, but on behaviors. Far too much of the literature and practice focuses on behavior change, which could also be described as “what people do.” And this focus on behaviors instead of aligning thoughts, feelings, behaviors and outcomes is part of why up to 70% of change efforts fail.

Too many people are jumping in head first and not approaching organizational change holistically, having the tough conversations around not only around how behaviors (doing) need to change but also how the how the outcomes need to change, along with how people’s thoughts and feelings need to change.

And when it comes to organizational change, we are not trying to achieve a certain set of outcomes or optimize a certain set of outcomes, but instead to ascertain what the relevant outcomes are in the current state and what we want them to become in the future state.

To help change leaders work though these incredibly necessary conversations and to help change managers achieve alignment within the organization around how all four components need to change (outcomes, thinking, feeling, doing) as part of a planned and coordinated effort, I have created the Outcome-Driven Change (ODC) Framework and worksheet to add to the Change Planning Toolkit™ v7 for existing subscribers and new subscribers alike.

Change is Possible

Thinking, feeling, doing…

People have been linking these terms together since at least 1895 when E.W. Scripture released an interesting book titled Thinking, Feeling, Doing on how scientists conduct research affecting these three parts of our humanity. Many people have added to the conversation since then speaking about how we are of three minds (Merriam-Webster dictionary definitions below), which are the:

1. Cognitive

Of, relating to, being, or involving conscious intellectual activity (such as thinking, reasoning, or remembering)

2. Affective

Relating to, arising from, or influencing feelings or emotions

3. Conative

An inclination (such as an instinct, a drive, a wish, or a craving) to act purposefully

Not coincidentally, these match up with the three domains of learning, defined as early as 1956 by educational psychologist Benjamin Bloom.

Others like to ascribe these three elements of humanity into Mind, Body, and Soul.

The key thing to remember from all of this discussion is that we are speaking about three very distinct things:

  1. Thinking
  2. Feeling
  3. Doing

IT IS possible, and happens with surprising frequency, that all three are not in agreement when you are dealing with human beings. Which the obvious truth of course is that in any change effort, or project for that matter, you are. People are fully capable of thinking one thing, feeling another, and end up doing something totally incongruent with either OR both whatever they are thinking and feeling. Confused yet?

Author F. Scott Fitzgerald once famously said:

“The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.”

This is one reason why change of any kind, organizational or personal, is so hard. Because, in order to be successful you must achieve alignment between all three elements of human reaction to the change in order to achieve the outcomes you seek.

Hopefully I’ve captured all of this in this single image of the Outcome-Driven Change Framework and this single quote from it:

“When what people do aligns with what they think and feel, then and only then, will you achieve the outcomes you’re looking for.”

Outcome-Driven Change Framework by Braden Kelley

In the Change Planning Toolkit™ v7 paying subscribers will find 11″x17″versions of this framework and the Outcome-Driven Change™ Worksheet to help your change planning team guide the conversations with change leaders that will help you surface the outcomes you’re currently achieving and what people in the organization are thinking, feeling, and doing to create the current outcomes and what members of the organization will need to think, feel, and do in order to achieve the new set of outcomes that you determine are necessary for the change to be successful.

People purchasing a commercial license and organizations or governments purchasing a site license or city/state/country license will get access to a poster size version (35″x56″) of the Outcome-Driven Change Worksheet.

This is just a taste of the kinds of frameworks, worksheets, and other tools you will find in the Change Planning Toolkit™ that I introduced in my latest book Charting Change along with a lot of great case studies and other next practices shared by some of the leading minds in the areas of organizational change and innovation.

So what are you waiting for?

  1. Get started using the Outcome-Driven Change Framework to spark dialogue among your change planning and leadership teams
  2. Download the 10 free tools from the Change Planning Toolkit™
  3. Grab your copy of Charting Change and get access to even more tools for free from the Change Planning Toolkit™ (including the Change Planning Canvas™)
  4. And then when you’re ready, get a license to all the rest of the 50+ frameworks, worksheets and other tools, and beat the 70% change failure rate!

Still have questions about how the Change Planning Toolkit™ can help your organization get better at change?

Then please contact me!

Or check out the Introduction to the Change Planning Toolkit™ webinar below:




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