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world of Change2020

Let’s Talk Trust

As a consultant with Change2020, I work with a range of different leaders, in a variety of industry sectors.  Some of the challenges they are grappling with are different, but one thing they are all focussed on is fostering trust.  While it is easy to write and say, it is something that takes time to build and no time to erode.

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The Future of Work remains, as always, a hot topic. Organisations are starting to understand how technology and digitisation enables people to work smarter, faster and see change as the new norm. As experts in Change and Transformation, we see many organisations simply not considering or preparing for The Future of Work; avoiding or ignoring the changes is not a viable strategy; organisations must be willing to adapt to this changing landscape.

The Future of Work contains several key elements affecting our traditional workplaces – in this article we discuss three of these. The first being the question and discussion around the impact of Artificial Intelligence (AI), the automation of our jobs and whether there will genuine and valuable work for humans to do. The second is what human skills and capabilities will be required such as emotional intelligence and creativity. Thirdly, changing models of work and work environments with the rise of freelancing, the gig economy and the increasing demand for flexible working patterns for employees.

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Unexpected Outcomes

When going on holidays, most of us have some kind of plan and or things we would be interested in seeing; experiencing or doing.  At one extreme, some people plan their holidays with ‘laser precision’ – organising daily accommodation; restaurants and activities.  While others may know the towns or cities they will visit – and that’s about it. Whichever approach, travel leads to both expected and unexpected (my favourite) outcomes.

Unexpected outcomes also come about when we are coaching individual leaders. When coaching an individual, we often start with a diagnostic [to gain data], and as an input to the development objectives.  During the six to 12-month coaching program we work with the individual to ensure that development objectives are met (if not exceeded).  And often, the coaching program leads to unexpected outcomes.

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“Organisational culture is essential to the success of any business. In the early childhood education sector, it is particularly important, as parents know that their children will benefit from a positive culture.

Often, we think of culture and leadership from an internal, human resources perspective, but given the way it influences service provision, customers often take organisational culture into account when selecting a business. Culture affects employees – both positively and negatively, and when deciding what centre to choose for their family, the most important factor influencing parents is the quality of educators, which means focusing on organisational culture in childcare is the basis of being customer-centric.”

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This report explores the changing landscape in Australia’s Aged Care industry. Since the start of the Living Longer, Living Better initiative in 2012, the aged care industry has been transforming into a market-driven economy dictated by the consumers. These consumers comprise the ever-increasing aged population and their children, who now have the freedom to direct their funds to whichever service is most suitable and delivers the best customer experience. Competition is the future of aged care services and now is the time for businesses to consider the best way to change and transform their operations from a not-for-profit focus to a not-for-loss focus, so they can offer the best product and remain relevant.

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Change. Is it really as good as a holiday?

The age-old saying “Change is as good as a holiday” is one of those quotes you hear often and it can be applied to different contexts. As management consultants, we see the opportunity change can offer and believe there are many positives that can be achieved from embracing new opportunities and embracing something different from your normal routine. The simple of art of making a change has been proven to increase your wellbeing and make you genuinely happy which is the main reason why we all love holidays. Inspired by one of our Change2020 team members holidays to the Grand Canyon we explore paradigm of this saying and we just couldn’t resist using this fantastic shot of this mule to do it!

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Over the past 10 years, technology has advanced in leaps and bounds, revolutionising whole industries. Now, technological and mechanical innovations promise big things for Agricultural Industry in particular. In the current edition of Australian Sugarcane, Kerryn Fewster (Change2020 Director), shares insights on how to embrace uncertainty and the key messages to deal with change due to digitisation and the future of work within the Agricultural Industry.

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Winter can be a tough time for many. It can be hard to leave that cosy warm bed to face a dark, cold morning. It’s also peak time for cold and flus to strike, affecting productivity and workplace morale.

Up to 59% of Australians cite winter as their least favourite season with more than 1 in 3 reporting that they feel the blues during the cooler months. Unlike the majority, I love winter. The clear crisp days and early evenings are perfect for enjoying delicious hot chocolate and spicy curries. Sometimes I even yearn for just a little snow! It’s a welcome contrast to summer with its relentless heat, steamy afternoon showers and long, long days that leave me feeling uncomfortable and tired.

Studies conducted in 2016 by a team of Belgian researchers indicates that our brains work differently across the seasons. According to their data, our brains become less efficient during winter, requiring a greater level of resources to complete tasks. In terms of brain activity, it’s more “costly” for your brain to perform tasks, making it seemingly more difficult to carry them out in winter than any other time of the year.

Previous research has also shown that moods, metabolism and immunity are impacted by the seasons, but this recent study shows that attention and memory may also have a seasonal impact.

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When Paul walked into the office, he rarely established eye contact and seemed to ignore people around him. He was known to simply walk away if asked trivial questions and would often seem distant and distracted during meetings. Feedback or direction from Paul was similarly vague and unhelpful.

Sadly this “absentee” behaviour was not a one off. Yet people around Paul continued to accommodate him or modify their own behaviour to make up his level of disconnection. Why? Because Paul was the Executive General Manager.

As change consultants, we encounter a number of leadership styles, including leaders like Paul: leaders who are either unaware of the damaging impact of their indifference, or choose not to care. They have the title (and rewards) of a leader, but for one reason or another, don’t exhibit the qualities of a good leader.

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As the end of financial year looms, the air is frantic as leaders scramble to cross a multitude of tasks off their checklist before 30 June.  There are budgets to close off; employee performance reviews to complete; EOFY sales to arrange; progress planning to finalise for the year ahead; lessons from training sessions to incorporate; proposals to draft, and Board Members and Shareholders to communicate with.

Is it any wonder time is short and business leaders feel under the pump as the financial year draws to a close? While many leaders rise to the occasion, the additional pressure at this time of the year seems to trigger ill-informed decisions and poor choices from others.

According to Deloitte Insights article Does Scarcity Make You Dumb?, lack of time and resources can have very real and detrimental effects upon decision-making ability. The authors discuss the science behind the “scarcity-mind set”, and with time always in short supply at this time of the year, this is certainly something that could be affecting many leaders and negatively impacting their performance and decision making.

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