Thought Leadership: Readiness for Change

Professor Mike West

How do you create high performance teams – to drive organisational transition in times of transformational change, to get boulders to go up a hill? What we have experienced since 2008, and the challenges nation states now face as they try to manage, indeed to reduce their indebtedness, requires greater cross-boundary collaboration than ever before.

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Dr Patrick Tissington

As if that is not enough, emergencies with wider impact such as the trapped miners in Chile, BP’s oil spill in the Gulf and the unprecedented floods in Pakistan demand momentous decisions from leaders, decisions in times of complexity that require team input and team accountability. How do we make such decisions and how can we be better at so doing?

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Professor Duncan Shaw

Moreover, how do we make robust decisions? More specifically, how do we ensure we consider the multiple perspectives and legitimate issues that stakeholders represent in mission critical decision contexts? By inference such decisions almost always cause important change.

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Dr Helen Shipton

In light of that, how able are our organisations to change? What are the nine factors that influence their ability to reach new heights, that fuel change and release them from constraints that bind them to existing levels of performance and success?

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Dr Michael Butler

Following on that theme, what precisely are the five focal areas we need to address to make our organisations more agile, more able to flex with the changing times, more ready for change – to become the type of organisations we want to create as well as those we have to follow?

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Dr John Rudd

So how do you start to build an effective marketing operation that opens new doors? How do you ensure that your marketing plans measurably deliver the bottom line result that your high performing teams envisage?  How do your marketing plans position and promote your organisation’s logically determined and structured growth?

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Professor Nigel Driffield

Of course, how organisations finance growth and development is a major consideration.  Beyond the profit that is made and reinvested, how can organisations meet two overriding requirements that drive “inward investment” to tap into significant pots of “regional development” investment funds?

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Dr Prasanta Dey

Getting a handle on all of these issues in a discrete project management fashion enables us to think through how we can deliver improved results across the whole organisation. What therefore are the seven imperatives that underpin best practice in project management and ensure sustainable results and how good are we as organisations in those areas? How can we develop organisational capability and strength in the practice of project management?

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Professor Paula Jarzabkowski

How can we, in the interest of better implementation and creation of winning strategy, identify and develop strategic relationships in B2B exchanges with a view to extracting greater mutual value?

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Professor Mark Hart

How do you do this as an entrepreneurial entity? Whether it is as a small-medium sized enterprise (SME) or as a collection of enterprising business units within a large corporate, what are the keys to growth of new shoots, to creating new and sustainable business propositions that fuel economic growth at the same time as they offer fresh employment possibilities and satisfy new customer needs?

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Dr Christopher Brewster

Compellingly, our world faces major disruptive drivers of change. Fundamental and increasing shortages of prime resources will test the ability of organisations and nation states to exist independently.  Collaboration that starts by building upon the knowledge that each individually creates may be a, if not the, secret that addresses collective challenges.

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