"In today’s markets, managing change is as much a source of competitive advantage as effective product or market development”
Nigel Leppitt - Director, Haldane
Challenging the Code of Change It has been argued that the two most common approaches to change management
adopted by organizations, Theory E and Theory O, represent an inefficient dichotomy and, thus,
integrating elements of both into any change initiative has been proposed. The dichotomy
presented by a Theory E approach, incorporating practices driven by an economic imperative
and a Theory O approach, incorporating practices to improve organizational capability, are
questioned by this research. By comparing the integrated model identified by Beer and Nohria
(2000) with 18 other change management approaches, the limitations of their model are exposed.
The considerable similarities observed between change management models leads to the
conclusion that a more comprehensive integrated model should be developed and tested. This
includes the importance of identifying the context for change as a prerequisite for change design.
Initial research validated the use of an extended list of critical success factors and the utility of a
new model for initiating change and reinforced the importance of a contingency paradigm.
Customer Experience and Profitability in the UK Call Centres The call centre has dominated marketing and customer service in many industries. Even in the age of the Internet, the call centre has a clearly established place in handling more difficult transactions and running web-chats. In this paper our partners Harding and Yorke investigate the effect of call centres on how customers feel about a company and the link to company profits.
Getting results from the Programme Management Layer As your business evolves strategy has to adjust to compensate for turbulent markets, customer needs and competitor pressure. When this happens the transformation plan often fails to keep pace and may fail. Today enlightened organisation's are using a new model to manage strategy implementation and Change, at the Programme Management Layer. Find out more by reading this White Paper
Strategy Implementation and Change Management Every business must adapt to compete and survive. Increasingly, change enables an effective management team to sustain competitive advantage. Haldane research identifies four critical success factors to results driven change. Review the attached Haldane overview pack to find out more about what we do and how we can help your business succeed.
Transformation services across the strategy life-cycle Current approaches to outsourcing and large scale delivery partnerships will fail without an experienced strategic change and business transformation capability. This services pack shows how the Haldane business models supports implementaiton of change
Challenging the Code of Change
