By Bill Knight, Director, Ergo

Organisations accept unrelenting change as a key feature of today's business environment and consequently view effective business change management as a core competence. Leaders and managers at all levels of the organisation, from the boardroom to front line operations, strive to realise the benefits of change without undermining current business performance or introducing unacceptable risk. Decision making in complex, uncertain environments requires wide engagement, high levels of awareness and active participation, yet the process invokes anxiety and dysfunction as teams struggle to understand the full impact of their actions.

Large organisations manage numerous strategic change programmes and tactical initiatives in parallel. As a result it can prove difficult to maintain visibility of the combined impact of the proposed changes, the potential risks involved and where the effects will be felt.

By Martin Boyd, Principal Consultant, Ergo

Abstract: The ability to change is a fundamental requirement for all organisations, no matter what industry sector. Managers are required to spend an increasing amount of time trying to deliver change whilst continuing to manage the ‘day job' of delivering improved performance. However these should not be seen as conflicting or competing activities - rather that business change is an essential part of managing performance.