Flying Blind

Are There “Blind Spots” in your Change Management Strategy?

In this groundbreaking book, you’ll discover:

  • The hidden reasons change projects fail to finish on time and don’t deliver expected outcomes
  • Why understanding your organisation on all levels is critical for ensuring change projects succeed
  • How using the wrong business model takes away your competitive advantage and damages your productivity
  • Where to find the change heroes in your organisation and why they’re more effective than outside consultants for championing initiatives

Does Your Change Management Strategy
Have Hidden “Blind Spots”?

Most change management theories and models start with the view that you need to identify the future you want and then plan a pathway to get there. The status quo in organisations exists only as something to be moved away from. What if this approach creates blind spots and contributes to the high percentage of corporate change projects that fail?

Change projects fall short because the people involved don’t actually understand the uniqueness of the organisation they are trying to change. This book will show you how to turn your corporate change initiative into something clearly defined that fits your organisation like a glove, takes into account the people, the place, the work, and all forms of ROI – tangibles (time and money), intangibles, and strategic advantage – and delivers change throughout the organisation, not just one part of it.

Aren’t you ready to take the blinders off and see how your organisation really works?

In this insightful book, you’ll learn:

  • How employee engagement is NOT the same as job satisfaction
  • Why failing to turn gatekeepers into change agents impedes your change initiatives
  • How using the wrong business model takes away your competitive advantage and damages your productivity
  • How companies consistently miss the point when it comes to customer loyalty
  • How your organisation’s maturity is not what you think it is

A Personal Note From Stephen…

I have seen and worked on corporate change projects and programmes for over 20 years, and I really believe that a deep and lasting impact can be achieved by a change initiative. What I have come to realise is that the key to effective change is to understand your organisation, not change it.

Understanding your organisation is a lot different from changing it. Understanding comes from looking at a variety of angles and perspectives and then blending them into one coherent whole.

I started my professional life as a surveyor, and, even as we studied road maps, soil maps, vegetation maps, land use maps, and contour maps to give us the information we needed about the land, we were always conscious that we were talking about the same piece of land.

In organisations, we use org charts, charts of accounts, process maps, seating plans, IT infrastructure maps, data flow diagrams, and other information to describe different aspects of the organisation. But, for some strange reason, we act as though we are describing different organisations.

We have all the right techniques and methodologies for success. We just forget to build a full and complete description of the organisation we’re seeking to change.

About Stephen Hay

Strategic transformation expert Stephen Hay is the private advisor to senior executives responsible for corporate change. He provides practical advice for leaders who are accountable for delivering a positive return-on-investment (ROI) from their corporate change projects.

With more than two decades of experience working with change programmes from both sides of the coin, Stephen has guided numerous large and small organisations in the service sector through difficult and complex transitions and improvement initiatives. He has now decided to share the insights and know-how he acquired through operating in demanding change environments.

In his powerful new book Flying Blind, Stephen identifies and deciphers 10 blind spots that leaders must know about to ensure their change projects deliver positive ROI. Most change projects are actually pretty well-run, with good management, communications, and clarity on organisational direction. So what is the real reason for the failure of so many change projects? And, more importantly, how do you make certain your programme falls into the small percentage of projects that don’t fail?

Stephen is passionate about sharing a fresh perspective with senior executives on ROI in change projects and its lesser-known counterpart COI, the Cost of Inaction. Not collecting all the information you need to fully understand the organisation you want to change is COI – and it’s the difference between falling into the 70% of projects that fail or staying in the 30% that succeed.

Richard Laverty, GM Strategy, New Zealand Trade and Enterprise

Stephen provided a pragmatic business process framework to support our organisational strategy project at NZTE in the Capital Team. He has a quiet style which doesn’t dominate and ensures that all team members understand the process, which allows them and senior leadership the space to drive the process to the desired outcome. He also provided valuable follow-up around team culture and communication.

Zoran Bolevich, Director, Demand and Performance Evaluation Branch NSW Ministry of Health

Stephen is a highly perceptive, thoughtful and skilful professional who delivers quality results. He communicates effectively with managers and staff and produces well-written, concise reports and advice. He has always provided perceptive insights to the issues we faced and delivered excellent value. The fact that I am a repeat client of his speaks volumes for our relationship.

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