25 October 2022 Transformation Ignition Points
Making sense of transformation — and the idea of perpetual transformation — is undoubtedly a demanding task. But, while each situation in an organization feels very different, the reality is that there are shared experiences, fears and...
17 January 2021 Transformation is personal
Organisational change is brought about one individual at a time
It is easy to say how important people are, but it is often difficult to translate the recognition of this importance into implementation. A change of behaviour or a change of outlook by one individual in an organisation is the cellular...
12 August 2020 Transforming traditional businesses doesn’t have to be an elusive goal
Firms need to develop an appetite for innovation, leverage knowledge about customers, and adopt agile ways of working.
6 July 2020 Digital transformation in the wake of a crisis: focus on people
Crises differ in character, scale, and scope, but some aspects are true no matter the organisation, industry, or geography.
8 June 2020 When tides turn, it’s time to transform
Every organization needs to chart its course. Change can be hard—even more so if your employees don’t have a clear direction. Start any transformation by defining your vision and how it impacts your employees and customers.
21 April 2020 5 essential strategic steps to transform your organization
Leaders must approach organizational change with an integrated perspective. These five takeaways, which emerged from our survey of more than 1,000 business leaders, will set your organization on the right path.
5 February 2020 Changing the Way We Change
Removing the resistive forces to change by reducing learning anxiety is the key to unlocking the discretionary effort of your people to maintain the viability and vibrancy of your business.
4 February 2020 People-centred transformation is an urgent priority for a fast-changing world
The existential threat facing organizations is clear. They must change, or they will die.
Organizations cannot change unless their people change, and most transformation efforts fail because organizations over-emphasize the tangible side of change and under-emphasize the emotional one.
4 February 2020 The Disengagement Epidemic: Can Ona Rescue Us?
A tool called Organization Network Analysis (ONA) allows companies to uncover their hidden Zappers—those who create energy—and connect them together into networks that fuel discretionary effort.
4 February 2020 Enabling Organizational “Response-Ability” to Change
Successful organizational transformation requires an empathic, people-centered approach to change that nurtures a culture of aspiration, alignment, autonomy, and accountability.
4 February 2020 Catalyse an Adaptive Leadership System
Overcoming organization extinction requires a new leadership system
Organizations are disappearing at an increasingly alarming rate. This mass extinction is happening because companies can’t evolve quickly enough to keep up with the accelerating rate of change. If organizations can’t adapt they die.
24 January 2020 Avoiding strategic surprises: beware of the lurkers!
The most challenging surprises in strategic projects are those that have been hiding in plain sight from the beginning.
23 January 2020 Paul Polman: A sustainable leader making global changes
Former chief executive officer (CEO) of Unilever, Paul Polman, shows us how global change must originate from leaders of large organizations.
8 January 2020 Brightline: employee engagement is key to delivering a successful transformation
Many organisations are sceptical of business transformation, perhaps as a result of having tried and failed in the past. With Brightline’s support, however, businesses can follow a clear process that guarantees results
9 September 2019 Research Highlight – Workshops on better managing surprises in strategy implementation
Brightline and the Technical University of Denmark (DTU) are currently working with teams of senior managers to fine-tune and validate a set of workshop tools that allows strategy professionals to understand how their organization manages...
15 August 2019 Making Failure Work
For all organisations and managers failure is a recurring reality. But despite failure being all pervasive, few individuals or organisations respond positively. Making failure work productively requires managers to recognise that plans need...
27 May 2019 Surprise: leveraging the unexpected in strategy implementation
Research suggests approaches to enhance practitioners' improvisational abilities
We love to emphasise the importance of details in strategy planning. This leads to a false confidence that all we need to do is “push the button” and lean back to watch our strategy implementation unfold.
22 April 2019 Survive, then thrive: Four ways to emerge stronger from a corporate crisis
Crisis comes in all shapes, sizes, and severity levels. From data breaches to product recalls, handling challenges is an inevitable part of leading a business. When your company has been thrown into chaos, how can you leverage the...
15 March 2019 The Brightline Initiative is recognising the need for people-related solutions
When pursuing a change of strategy direction, leaders can often overlook the people already within their organisation. However, with the need to close the gap between strategy design and delivery more important than ever, it appears...