Author Archives: Ivan Overton

A typical definition of “stakeholder” in the context of organisational change initiatives is: Those individuals (or groups) who are likely to be significantly IMPACTED by the initiative (as it is executed or by the changes that result from it) and/or … Continue reading

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When people are asked to change, a lot rides on their willingness to trust those who are doing the asking.  This is true across the spectrum of change – from asking your baby brother to taste a new type of … Continue reading

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Organisations invest much time, effort and money in bringing about change, often through large capital projects. But do the returns justify the investment? Are we really getting what we want when we set out to change things? Many case studies … Continue reading

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The Scenario A pharmaceutical company is implementing a new access control system. You are employed as the Group OD Advisor, and you are delighted that the access control project has a strong emphasis on change management – you believe strongly … Continue reading

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The Scenario The large manufacturing company is installing new factory control systems. You are the appointed change manager, but very few people in the business (except the project sponsor) seem to “get” the fact that change management is important. In … Continue reading

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Typical definitions of “organisational change management” refer to the processes, methods, techniques, and tools that are used to bring about change, with a particular focus on the human element. In the organisational context, change management is often used in support … Continue reading

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I believe that many organisations err in being too casual about their change history. I also believe that the cumulative change history of an organisation is probably one of the most reliable predictors of its success with future change, and … Continue reading

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by Ivan Overton. We often use the metaphor of stakeholders “being on board”.  However, how communication is managed on large projects may not always  lead to this outcome. If you want all of your stakeholders to come on board, your train … Continue reading

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by Ivan Overton. While “Change management” is still the most commonly used term to describe our field of practice, there are many practitioners and scholars who object to this, pointing out that “change cannot be managed”, and insisting on alternative … Continue reading

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by Ivan Overton. If I were asked to provide one example of excellent change management, I would choose a process that I was exposed to some 8 months ago. The facilitator of this process was not a change manager in … Continue reading

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