by James Reader | Jul 5, 2026 | Articles, Change Management
When the organisation fights itself Kotter’s landmark 1996 research emphasises that even when urgency is high, the coalition is strong, the vision is clear, and communication is good, change will stop or slow if barriers to action are not removed. This is...
by James Reader | Jun 7, 2026 | Articles, Change Management
A Key Life Lesson in a Motorcycle Accident Kotter’s 1996 research emphasises that all change processes need a compelling vision. Why is this important? I personally found this out the hard way some years ago. I was foolish and travelling too fast around a...
by James Reader | May 27, 2026 | Articles, Change Management
It is tempting for Directors in an organisation to make executive decisions and drive change individually and autocratically. This may be well- intentioned and even based on sound reasoning. However, both theory and practice indicate that such actions are likely to be...
by James Reader | May 14, 2026 | Articles, Change Management
Working in organisations managing significant change, I have often encountered Directors introducing new structures and values with little or no engagement with the people that matter, i.e. the rest of the organisation! Directors move quickly from a personal sense of...
by James Reader | May 4, 2026 | Articles, Change Management
Here is a typical example of a senior director at a large financial services firm who has been given the digital transformation brief. He builds a meticulous project plan — technology milestones, training schedules, compliance checkpoints and impressive looking Gantt...
by James Reader | Apr 29, 2026 | Articles, Change Management
I have worked as a psychologist and consultant since the mid-90s, and have found that the majority of work I do is change work. Traditionally when the term “change” is mentioned, the usual association is people resisting, being inflexible, being closed to...
