Change is a common thread that runs through all businesses regardless of size, industry and age.
Our world is changing fast and, as such, organisations must change quickly too and be agile in the marketplace they operate in. Organisations that handle change well thrive, while those that do not may struggle to survive. The concept of "change management" is a familiar one in most businesses today.
But how businesses manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. And a key part of this depends on how far people within it understand the change process.
One of the cornerstone models for understanding organisational change was developed by Kurt Lewin back in the 1940s and still holds true to some extent today. His model is known as Unfreeze – Change – Refreeze, which refers to a three-stage process of change.
However, some 70 years on, the model may appear dated to today's agile organisation because, by its very nature, 'refreezing' isn't appropriate as change is an everyday event and the 'refreezing' of processes and mindsets goes against their culture and business model
MHFA came to England in 2007 and was launched under the Department of Health: National Institute of Mental Health in England (NIMHE) as part of a national approach to improving public mental health.
MHFA training courses were first developed in Australia in 2001. In the years since it has evolved into a global movement with licensed programmes in 24 countries and counting. Over two million people have been trained in MHFA skills worldwide.
They have numerous free resources to download on their website tailored to schools, workplaces and universities. For example, their Workplace Wellbeing Toolkit is filled with tips, links and downloadable resources to help guide your business through creating a whole organisation approach to mental health.
Click the following link to view their full range of RESOURCES
Force Field Analysis is a useful technique for looking at all the forces for and against a decision.
In effect, it is a specialised method of weighing pros and cons. By carrying out the analysis you can plan to strengthen the forces supporting a decision and reduce the impact of opposition to it.
To download a quick guide to using this model, click on the following link
The Boston Matrix or Boston Box – so called because it was developed by the Boston Consulting Group (BCG) – is a tool that may help you to analyse potential routes forward and discuss strategic options.
Developed by BCG’s founder, Bruce D. Henderson and his colleagues, the Boston Box offers a simple technique for assessing your organisation’s position relative to others in terms of its product range.
Finance is important to any organisation as the firm has to know how viable it is and balance profit with costs.
But sometimes leaders rely too much on the finance team to inform them about the financial health of the business.
There are many ways you can tell if a business is healthy, and ratios can be a simple way for the non-financial leaders / manager keep informed about how the money is flowing
through the business.
Although there are many financial ratios you can use to assess the health of the business, this resource includes the main ones you can use easily.
During the 1990’s, John Kotter (professor of leadership at the Harvard Business school in Boston) studied the progress of over 100 companies who were trying to “remake” themselves.
He found that there were some general lessons that could be learned about managing change, and how to avoid big errors. His findings have been translated into eight steps.
The first four steps may be likened to Kurt Lewins unfreezing’ process, helping to defrost a hardened status quo.
- Establishing a sense of urgency
- Creating the guiding team
- Developing a vision and strategy
The next stages introduce new practices:
- Communicating the change vision.
- Empowering a broad base of people to act
- Generating short-term wins
The final stage is required to embed changes within organisational culture:
- Consolidating gains and producing even more change
- Institutionalising new practices – making the change ‘stick’
Porter's Five Forces model, named after Michael E. Porter, identifies and analyses five competitive forces that shape every industry, and helps determine an industry's weaknesses and strengths.
These forces are:
1. Competition in the industry;
2. Potential of new entrants into the industry;
3. Power of suppliers;
4. Power of customers;
5. Threat of substitute products.
Frequently used to identify an industry's structure to determine corporate strategy, Porter's model can be applied to any segment of the economy to search for profitability and attractiveness.