Skills and Strategies for Managing Change
Consider the following quotations by influential business leaders:
"This is a great time to be in the world of business. Business will change more in the next 10 years than it has in the last 50" said Microsoft's Bill Gates.
Yet Walter Shipley, Chief Executive of Chase Manhattan Bank, who has engineered some of the biggest mergers in banking history concludes "People fundamentally don't like change".
Add to this the common observation that for most organisations change will be the only constant factor, and business process re-engineering guru Michael Hammer's conclusion that 70% of BPR efforts ultimately fail because insufficient attention is paid to the people issues.
So, change is a business imperative, yet many organisations still collectively seem poor at anticipating and managing the effects of change on individuals.
The Keil Centre has considerable experience in helping organisations and individuals cope with critical changes. A good deal is known about the organisational, psychological and physiological effects of change on people. It can be highly stimulating or deeply upsetting depending upon a number of known key factors. Increasingly, we are asked to make a significant contribution to designing change projects for organisations, teams or helping key individuals. We apply our knowledge and experience of the range of effects change can have on the behaviour and attitudes of individuals and teams to help organisations maximise the benefits and minimise the risks.