Articles

  • Reboot!

    A one day seminar

  • Un-managing change (4/10) Not top down, not bottom up, it’s grassroots and polycentric

    The fourth in the series of articles exploring the lessons from Obamaland to the design of large scale behavioural change in organizations

  • It’s about you

    This is the third in the ’Obamaland’ series of articles written by Dr Leandro Herrero  

  • It’s Tribal (people like me, one of us)

    The second of 10 articles in the series entitled ’Obamaland’  

  • Your function is not needed: Reboot!

    A fundamental rethink of how communications fit into your organization offers the chance to reinvent and raise the value of the function.

  • Un-managing Change (1 of 10) Yes I Can (profile you)

    Un-managing change 10 lessons from Obamaland to the design of large scale behavioural change in organizations. Viral Change” in action series 10 reflections on the conditions for large scale change as practiced by Viral Change” by Leandro Herrero

  • A culture of safety and Viral Change

    Safety is at the core of many industries. Significant budgets are allocated to safety training in major corporations in the oil and gas industry, mining, transport etc. One death is too many. Accidents can be avoided. The cost of time lost due to incidents considerable. Safety training is needed, but it does not necessarily create

  • Re-invent

    Reinventing your fucntion within the organization  

  • Viral (social) Change in action: The Chicago CeaseFire model

    The Chicago Cease Fire model to prevent violence and its Viral Change (TM) foundations  

  • Culture 2.0: viral, beta, collective sense making, long tail. PART 1

    Culture 2.0: viral, beta, collective sense making, long tail.Collaboration between employees as an organizational goal is hardly a new topic. So why is that today, when ’social observers’ say that ’collaboration is the real hot topic’ they do so without the expected red face of ’d←j¢ vu’. I’d like to examine what I believe are

  • The creation of social tipping points

    Extract from Viral Change second edition, 2008

  • Waiting for the Barbarians

    poem from P. Cavafy (1904  

  • Viral Change revisited…

    Dr Leandro Herrero has revised his book ’Viral Change’ to reflect further experience in the field of viral change management, which he pioneered. In this prologue, you can learn about what has been adapted in the second revised edition of his book.  

  • Redesigning Pharmaceutical Sales Forces

    A new white paper by Leandro Herrero outlines that when confronted with the need to rationalise resources, ’back-of-envelope’ restructuring should be avoided.

  • Legacy Traps

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy  

  • Creating Associability

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy

  • Leading the organisation you cannot see

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy

  • Leadership & Social Capital

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.  

  • The Investors Metaphor

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.

  • Intrapeneurs at the gates

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.  

  • 100K Investment Lost

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.  

  • I never heard the builders

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.  

  • Sitting Quietly Alone

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.

  • Social Space

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.

  • Leadership is creating spaces

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.  

  • Leadership, and the end of time

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.  

  • Always on Leader

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.

  • Protecting Time

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.  

  • Time

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.

  • The Leader as Builder

    In this series of articles, Leandro Herrero explores the 3 dimensions of leadership architecture: time & space, homes and legacy.

  • Launch of Viral Change Academy

    Viral Change” continues to be in the spotlight and more and more people are hearing about it. We want to go even further and offer managers an opportunity to learn all about it…  

  • Disruptive Ideas

    Disruptive [management] ideas – according to Leandro Herrero’s new book of the same title – are those that have the capacity to create significant impact on the organization by challenging standard management practices.

  • Numbers to Remember

    In the vast supermarket of surveys on management and organizations, two recent ones stand out. The IBM’s Global Human Capital Study and the research by The Roffey Park Institute give interesting insights. Change is at the top of the agendas. Surprised?  

  • Viral Change: Different change management

    Leandro Herrero describes the differences between Viral Change and the traditional change management  

  • Viral Change: Different Change Conduit

    Leandro Herrero describes the differences between Viral Change and the traditional change management  

  • Viral Change: Different Programme

    Leandro Herrero describes the differences between ViralChange and the traditional change management  

  • Viral Change: Different cause-effect

    Leandro Herrero describes the differences between Viral Change and the traditional management of change

  • Viral Change: Different Processes

    Leandro Herrero describes the differences between Viral Change and the traditional change management

  • Viral Change: Different People Distribution

    Leandro Herrero describes the differences between Viral Change and the traditional management of change

  • Viral Change: Different Structure

    Leandro Herrero describes the differences between Viral Change and the traditional management of change

  • Viral Change: Different Model

    Leandro Herrero describes the differences between Viral Change and traditional change management

  • How to change a country

    In this article, Leandro Herrero looks at the lessons we can learn from President Sarkozy’s approach to initiating change in France.

  • Time for Collaboration

    These days, collaboration is high on the organizational agenda, pushed to these new heights by enabling technologies (Web 2.0, Enterprise 2.0) that emphasise the ease of communication between people through new tools such as blogs. The average business organization is still slow in catching up with the idea of a truly collaborative enterprise. Some are

  • An example of viral change

    More and more people are realizing that the only way to inject serious change into an organization is by injecting a virus&

  • Disruptive People

    Where are the disruptive people? In Leandro Herrero’s latest book, New Leaders Wanted: Now Hiring!, ’disruptors’ are one of the twelve kinds of people that he recommends you find and hire. He also recommend you worry about finding them a job afterwards&

  • eyeforpharma interviews Phillip Watts on Viral Change

    Philip Watts explains to eyeforpharma how Viral Change (TM) has worked in his organization

  • Pierre Morgon: Passionate Architect of Viral Change

    Business Digest interviewed Pierre Morgon, Director Primary Care Business Unit Schering-Plough (France), about his experiences with Viral Change  

  • Business Digest talks to Pfizer on Viral Change

    Business Digest interviewed Philip Watts, customer marketing director at Pfizer Ltd (UK), about his experience with Viral Change at Pfizer Ltd  

  • Propager le changement: Business Digest

    In their December issue on change, Business Digest took an indepth look at ’Viral Change’, the innovative book on change management by Leandro Herrero  

  • Spreading Change: Business Digest reviews Viral Change

    In their December issue on change, Business Digest took an indepth look at ’Viral Change’, the innovative book on change management by Leandro Herrero

  • Deux témoignages sur Viral Change: Business Digest

    In their December issue on change, Business Digest interviewed two industry leaders on their successful experience with Viral Change, based on the book of the same name by Leandro Herrero. (FRENCH)

  • Viral Change Dossier – Business Digest

    In their December issue, Business Digest devoted an entire dossier on Viral Change. The dossier was based on Leandro Herrero’s book ’Viral Change’ as well as two interviews with industry leaders talking about their successful experiences with Viral Change  

  • 2 cases of successful Viral Change Implementation

    Business Digest interviewed two industry leaders on their successful experiences with Viral Change, based on Leandro Herrero’s book of the same name.  

  • The case on Viral Change: Business Digest Dossier

    Business Digest devoted an entire dossier in their December issue to Viral Change. They reviewed Leandro Herrero’s book Viral Change and interviewed two industry leaders on their experience with Viral Change within their organizations.

  • 15 Myths in the management of change 15

    This is part 15 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 Myths in the management of change 14

    This is part 14 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 Myths in the management of change 13

    This is part 13 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 Myths in the management of change 12

    This is part 12 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 Myths in the management of change 11

    This is part 11 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 Myths in the management of change 10

    This is part 10 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 Myths in the management of change 9

    This is part 9 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 Myths in the management of change 8

    This is part 8 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 Myths in the management of change 7

    This is part 7 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 Myths in the management of change 6

    This is part 6 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 Myths in the management of change 5

    This is part 5 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 myths in the management of change: 4

    This is part 4  in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 Myths in the management of change: 3

    This is part 3 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.

  • 15 Myths in the management of change: 2

    This is part 2 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.  

  • 15 Myths in the management of change: 1

    This is part 1 in a series of 15 documents debunking the 15 change management myths mentioned in Dr Leandro Herrero’s book, Viral Change.  

  • Blair Leadership has history on it’s shoulders. The rest of us just dandruff.

    Blair leadership as belief based and this is always portrayed as an indication of honesty, integrity and consistency. But there are dangers…

  • Sales Force, The Test of Truth

    Pharmaceutiques covers Leandro Herrero speaking at eyeforpharma’s SFE conference in Monaco

  • Embracing Change

    Traditional change management rolls over companies like a tsunami, causing resistance in change-fatigued employees. How can you convince your employees to embrace the change and turn it into a success? Leandro Herrero can help with his book, Viral Change.

  • Reader Views interview Leandro Herrero on ViralChange

    Reader Views gain an in-depth insight into the thinking behind Viral Change through interviewing the author, Leandro Herrero  

  • Leaving the Insanity Behind

    Leaving the Insanity Behind – A PharmaTimes article about Dr Leandro Herrero’s speech at eyeforpharma’s SFE conference in Monaco (May 07 – Copyright PharmaTimes – Used by permission)

  • An introduction to Viral Change

    An introduction to Viral Change(TM)  

  • Changing the way we think about change

    A paper detailing an alternative way to implement management of change in organizations by creating internal infections (new ideas, new practices) using the Viral Change(TM) mode. The theoretical basis and the practical applications

  • New Initiative, Sure Whatever

  • The Partnering Drama

    Partnerships and alliances are often better seen thrrogh the lenses of Greek tragedy. Characters, script and sometimes divine interventions are needed. Here are some scenarios

  • Why are you still here?

    When it comes to figuring out exactly what motivates a workforce, companies are often all too happy to rely on once-yearly satisfaction surveys and the colourful tables and charts they generate that purport to be ’hard data’. But there is a more insightful and accurate way of discovering what makes people tick. Just ask them.

  • I can’t find my mindset

    Mindset, attitudes, qualities, “will to succeed” and many other terms used in day to day management have little predicitive value. Only their transalation into behaviours allows us to manage with shared language and efficiently.  

  • Human Collaboration beyond teamocracies

    Human collaboration beyond teamocracies: what management can learn from social and “emergent” sciences.

  • DIA Implementing KM Initiatives

    Why implementing new KM processes fail and what to do about it.  

  • Cordia EuropaBio Conv 2003

    Organizing Growth: revisiting the old question – “what’s a company for?”

  • Competing on ‘The Place’

    It is tempting for companies to define themselves solely by what they do but competing on how they do it, and therefore how they are organized, may turn out to be even more important, suggests Dr Leandro Herrero.

  • Bowling Regardless

    Dr Leandro Herrero explains the importance of “league bowling” to the 21st century corporation – and how “bowling alone” may have a deleterious impact on its fabric.

  • Change is Great – You Go First!

    Changing people’s behaviour is the key to managing sustainable change in any company. But to do this successfully means applying not the traditional thinking of carrots and sticks but rather carrots and no carrots.

  • A Strategy for all Seasons

    Business will always go up and down with market forces. The only way to ensure survival is to prepare for constant change by keeping morale high and structures flexible.

  • Behavior: The Blueprint for Change

  • Change Management vs Behavioural Change

    Change Management”: one of the buzzwords of our time. But what does it mean and does it deliver long term change?

  • A Choice of Realities

    Followers of popular TV shows know that simulated reality can be much more palatable than real life. And as the internet enables people to create an infinite number of alternative worlds, Dr Leandro Herrero ponders the value of the unreal over the real.

  • Benchmarking Deviance

    Conventional wisdom says that organizations need rules, systems and standard operating procedures. But instead of punishing those who dont conform, managers should try to capitalise on the potential for change offered by deviance.

  • Change is inevitable, Misery is a choice

    We live in a world of constant flux where pain is inevitable. Change can mean misery but this can be avoided, and the pain lessened, if change within a company is managed by focusing on people’s behaviours, says Dr Leandro Herrero

  • Butterfly Management

    It is said that the gentle fluttering of a butterfly’s wings in one remote corner of the world can create a tornado in another. Dr Leandro Herrero pins down the butterfly effect – when small actions can have big results – in organizational management.

  • A Matter of Trust

    Trust is as important in your corporate world as it is in your personal life, but it’s a fragile structure, easily toppled by one careless move. Dr Leandro Herrero explains how to build and protect your valuable trust capital, through actions that have emotional rather than rational appeal  

  • Broken Windows Management

    In the same way that a neighbourhood with graffiti-strewn walls, abandoned cars and rundown buildings is vulnerable to further decay, companies with ramshackle management can breed organizational vandalism and worse…