A recent experience crystalized for me an essential, binary nature of organizations: some people look forward, some backward. There ought to and will always be both in any given organization....

All significant change—let alone innovation, invention, or discovery—begins mostly as fiction. Calling it desire, intent, hope, or what-have-you doesn’t change the fact that it is presently not real. Change ends...

Taking stock, testing the winds, and choosing to focus on change leadership To everyone but the few that have noticed and asked: the site has been quiet as late 2023......

     On one level, as an earlier essay exposed, the work of change leadership is to ensure impacted personnel change their behaviour as needed. Change managers execute techniques to gain...

     Perspective is everything. At least as much as context.      This piece began as another view on the “myth” of projects having a 70% failure rate (the root cause...

“Never let a good crisis go to waste.”                               – Winston Churchill      Change management exists for projects because people tend to not change behaviour—not easily anyway. Its methodologies account for...

     In an earlier piece, “Do the Work” Part 1: Do The Work!, I encouraged change leaders and managers to “do the work”—after dissecting that tragically overused rejoinder. The point......

     It’s proving hard to defang this “70% of projects fail” statement. Both winners and losers of very definite opinion challenge it quite emphatically. The pejorative “Myth!” is levied to......