The Challenge of Change

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Details: Parent Category: Business Tips; Category: Management; Published: 19 December 2014

At the helm of each failed company was a leadership team whose primary purpose was to deliver a financial return for the company's stakeholders and to do so year after year. Then one day these companies lost their edge and got beat.

The market shifted away from them, their customers sought something different, a new competitor stole a big part of their market share, or they simply failed to keep abreast of the market. In a nutshell, they failed to innovate.

Innovation is the key to prosperity in competitive markets. Like trees as they bend and sway in the wild winds of a storm, business owners and executives need to be flexible and innovative in the way they manage and drive their business. Every significant business venture traces its roots to an original spark of innovation. In most instances, the founder invented an experience or product with unique attributes that was superior to the available options.

Innovations are the result of a rigorous creation process in which an idea is tested and rebuilt over successive iterations until what remains is more right than the available alternatives.

It requires two ingredients that are relatively scarce in established companies today. First, any innovation must be predicated on detailed and accurate information about the intended end state as well as what the enterprise is capable of producing. Which leads to the second ingredient: innovation endeavours require a champion - an individual with the clout and awareness to shepherd meaningful change efforts.

Translating change efforts into process terms provides several benefits:

·         The scope of an initiative is clearly identified leaving no room for confusion and eliminating the need for the initiative owner to beat the bushes for clarity.

·         The very processes that must be included in the design and execution of the initiative are spelled out in the initiative itself.

·         Using processes as the basis of communicating change initiatives creates a foundation for initiative management.

A process-focused enterprise is an business that has adopted the process-management philosophy to manage its resources and also defines improvement initiatives in the language of process adjustments.

Operating as a process-focused business requires the implementation of three key elements –

1.    a process structure,

2.    a governance structure and

3.    an innovation plan.

12 Steps for Business (SFB)

Business leaders today are constantly faced with implementing change and to be open to innovation, in their business. 12Steps for Business (SFB) has been developed to support organisational leaders to skilfully guide their people through major change and upheaval.

The 12SFB programme is very strategically oriented and its concepts have helped organisations achieve apparently impossible outcomes; for example…

·         doubling profits,

·         merging with companies twice their size,

·         becoming the world benchmark in 18 months,

·         turning around horrendous environmental legacies.

12SFB combines two leading edge technologies to support leaders to build cultures that create ground breaking outcomes in a way that nurtures the human spirit, the community and the environment.

12SFB is an action based learning programme for solving key strategic problems on the job. 12SFB is based on Margot Cairnes methodology (developed by Margot over several decades of achieving outstanding strategic results with transnationals facing complexity and very rapid change). Margot has combined this technology with the insights and learning of the community based personal transformation process of the 12 Steps.

12SFB gives leaders the tools to work with their people in a way that is appropriate for our rapidly changing and complex environments – such as those typified by any social policy area and faced by most For Profit or Not-For-Profit organisations.

12SFB is designed to build strategic change capacity into organisations through the upskilling and development of their leaders and staff, via on-line learning and executive coaching, workshop facilitation and consulting support. It is essential that this upskilling and development is applied to real and current strategic issues.

To find out more about 12SFB, please contact our office, or email, This email address is being protected from spambots. You need JavaScript enabled to view it.

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