I have a story to tell
For more than 30 years I have been involved in ‘change’ in organizations. First as a manager and leader in global companies, holding senior technical, scientific and commercial roles. Afterwards, within The Chalfont Project, leading large scale change in organizations. In that process, Viral Change™ was born.
Again and again, some fundamental principles, and often inconvenient truths were popping up all the time. They were emerging from the practical work that I was doing with my team, not from the theory of books or ‘change models’ or ‘change methods’. In fact, I have done a lot of challenging to the conventional management thinking in this area.
Finally, these principles, somehow ‘universal rules’ that resist being ignored, side-lined or forgotten, have managed to get together and this is the first time I will make them public before they make their way to print.
We need fresh and different
Over the years I have accumulated lots of antibodies against the myriad of platitudes that traditional management thinking and the language of consultants, gurus and Business Fortune Tellers use every day. So called business publications are progressively underwhelming in their depth and originality.
We hear and read that ‘we need to start with why’, that ‘we need to follow the 5 steps for this, and the 7 steps for that’. Also, that we need to think outside the box and change the structure of the company to the latest fad. They all seem to come from some kind of ‘Corporate B.S generator’ that you can find on the web. Reality has become a colossal Dilbert comic strip.