#changemanagement — Public Fediverse posts
Live and recent posts from across the Fediverse tagged #changemanagement, aggregated by home.social.
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Defer mandates until you have the overwhelming majority https://jchyip.medium.com/defer-mandates-until-you-have-the-overwhelming-majority-18288510e231 #Innovation #ChangeManagement
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Organisational Dysfunction of the Day
The change they stopped believing in
Context: The organisation has been through four transformations in seven years. Agile. DevOps. Product thinking. Now a platform strategy. Each time, a consultant arrived, a framework was introduced, roles were renamed, and the deck said this time it was different. Each time, the same people learned new tools, attended new ceremonies, adapted to new reporting lines, and rebuilt working relationships that the reorg had broken. Real disruption. Real cost. And each time, the same people did the same work in the same structure, now with new vocabulary. The current initiative has better executive sponsorship than the previous three. The teams are quiet. Not hostile. Just quiet. They fill in the surveys, attend the workshops, and wait for it to pass.
OST explains: The people in the room are carrying two things. The first is the accumulated cost of repeated disruption: workflows relearned, tools replaced, relationships severed by reorganisations, expertise rendered obsolete by the next methodology. These costs are real, and they compound. Even a well-designed change can produce a net loss when it arrives as the fourth disruption in seven years, the cost of relearning outweighing whatever the change itself was meant to fix. The second is the mounting evidence that the disruption does not produce the promised improvement. Vocabulary, consultants, and frameworks have all changed across four initiatives; the design principle has not. What looks like resistance or exhaustion is pattern recognition operating at a high level of accuracy. In DP1, there is no mechanism by which the people doing the work can decide whether to incur the cost of a change that affects them, let alone shape what that change actually is. They receive it fully designed and handed down, and absorb it. The organisation reads the quiet as cynicism, a personal failing to be managed with better communication. People are not tired of change. They are tired of change that was never theirs to make.
#OpenSystemsTheory #SocioTechnical #OrgDesign #changeManagement
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The series has become a book, available now on Leanpub.
https://www.organisationaldysfunctions.com -
Organisational Dysfunction of the Day
The change they stopped believing in
Context: The organisation has been through four transformations in seven years. Agile. DevOps. Product thinking. Now a platform strategy. Each time, a consultant arrived, a framework was introduced, roles were renamed, and the deck said this time it was different. Each time, the same people learned new tools, attended new ceremonies, adapted to new reporting lines, and rebuilt working relationships that the reorg had broken. Real disruption. Real cost. And each time, the same people did the same work in the same structure, now with new vocabulary. The current initiative has better executive sponsorship than the previous three. The teams are quiet. Not hostile. Just quiet. They fill in the surveys, attend the workshops, and wait for it to pass.
OST explains: The people in the room are carrying two things. The first is the accumulated cost of repeated disruption: workflows relearned, tools replaced, relationships severed by reorganisations, expertise rendered obsolete by the next methodology. These costs are real, and they compound. Even a well-designed change can produce a net loss when it arrives as the fourth disruption in seven years, the cost of relearning outweighing whatever the change itself was meant to fix. The second is the mounting evidence that the disruption does not produce the promised improvement. Vocabulary, consultants, and frameworks have all changed across four initiatives; the design principle has not. What looks like resistance or exhaustion is pattern recognition operating at a high level of accuracy. In DP1, there is no mechanism by which the people doing the work can decide whether to incur the cost of a change that affects them, let alone shape what that change actually is. They receive it fully designed and handed down, and absorb it. The organisation reads the quiet as cynicism, a personal failing to be managed with better communication. People are not tired of change. They are tired of change that was never theirs to make.
#OpenSystemsTheory #SocioTechnical #OrgDesign #changeManagement
***
The series has become a book, available now on Leanpub.
https://www.organisationaldysfunctions.com -
Organisational Dysfunction of the Day
The change they stopped believing in
Context: The organisation has been through four transformations in seven years. Agile. DevOps. Product thinking. Now a platform strategy. Each time, a consultant arrived, a framework was introduced, roles were renamed, and the deck said this time it was different. Each time, the same people learned new tools, attended new ceremonies, adapted to new reporting lines, and rebuilt working relationships that the reorg had broken. Real disruption. Real cost. And each time, the same people did the same work in the same structure, now with new vocabulary. The current initiative has better executive sponsorship than the previous three. The teams are quiet. Not hostile. Just quiet. They fill in the surveys, attend the workshops, and wait for it to pass.
OST explains: The people in the room are carrying two things. The first is the accumulated cost of repeated disruption: workflows relearned, tools replaced, relationships severed by reorganisations, expertise rendered obsolete by the next methodology. These costs are real, and they compound. Even a well-designed change can produce a net loss when it arrives as the fourth disruption in seven years, the cost of relearning outweighing whatever the change itself was meant to fix. The second is the mounting evidence that the disruption does not produce the promised improvement. Vocabulary, consultants, and frameworks have all changed across four initiatives; the design principle has not. What looks like resistance or exhaustion is pattern recognition operating at a high level of accuracy. In DP1, there is no mechanism by which the people doing the work can decide whether to incur the cost of a change that affects them, let alone shape what that change actually is. They receive it fully designed and handed down, and absorb it. The organisation reads the quiet as cynicism, a personal failing to be managed with better communication. People are not tired of change. They are tired of change that was never theirs to make.
#OpenSystemsTheory #SocioTechnical #OrgDesign #changeManagement
***
The series has become a book, available now on Leanpub.
https://www.organisationaldysfunctions.com -
Organisational Dysfunction of the Day
The change they stopped believing in
Context: The organisation has been through four transformations in seven years. Agile. DevOps. Product thinking. Now a platform strategy. Each time, a consultant arrived, a framework was introduced, roles were renamed, and the deck said this time it was different. Each time, the same people learned new tools, attended new ceremonies, adapted to new reporting lines, and rebuilt working relationships that the reorg had broken. Real disruption. Real cost. And each time, the same people did the same work in the same structure, now with new vocabulary. The current initiative has better executive sponsorship than the previous three. The teams are quiet. Not hostile. Just quiet. They fill in the surveys, attend the workshops, and wait for it to pass.
OST explains: The people in the room are carrying two things. The first is the accumulated cost of repeated disruption: workflows relearned, tools replaced, relationships severed by reorganisations, expertise rendered obsolete by the next methodology. These costs are real, and they compound. Even a well-designed change can produce a net loss when it arrives as the fourth disruption in seven years, the cost of relearning outweighing whatever the change itself was meant to fix. The second is the mounting evidence that the disruption does not produce the promised improvement. Vocabulary, consultants, and frameworks have all changed across four initiatives; the design principle has not. What looks like resistance or exhaustion is pattern recognition operating at a high level of accuracy. In DP1, there is no mechanism by which the people doing the work can decide whether to incur the cost of a change that affects them, let alone shape what that change actually is. They receive it fully designed and handed down, and absorb it. The organisation reads the quiet as cynicism, a personal failing to be managed with better communication. People are not tired of change. They are tired of change that was never theirs to make.
#OpenSystemsTheory #SocioTechnical #OrgDesign #changeManagement
***
The series has become a book, available now on Leanpub.
https://www.organisationaldysfunctions.com -
Organisational Dysfunction of the Day
The change they stopped believing in
Context: The organisation has been through four transformations in seven years. Agile. DevOps. Product thinking. Now a platform strategy. Each time, a consultant arrived, a framework was introduced, roles were renamed, and the deck said this time it was different. Each time, the same people learned new tools, attended new ceremonies, adapted to new reporting lines, and rebuilt working relationships that the reorg had broken. Real disruption. Real cost. And each time, the same people did the same work in the same structure, now with new vocabulary. The current initiative has better executive sponsorship than the previous three. The teams are quiet. Not hostile. Just quiet. They fill in the surveys, attend the workshops, and wait for it to pass.
OST explains: The people in the room are carrying two things. The first is the accumulated cost of repeated disruption: workflows relearned, tools replaced, relationships severed by reorganisations, expertise rendered obsolete by the next methodology. These costs are real, and they compound. Even a well-designed change can produce a net loss when it arrives as the fourth disruption in seven years, the cost of relearning outweighing whatever the change itself was meant to fix. The second is the mounting evidence that the disruption does not produce the promised improvement. Vocabulary, consultants, and frameworks have all changed across four initiatives; the design principle has not. What looks like resistance or exhaustion is pattern recognition operating at a high level of accuracy. In DP1, there is no mechanism by which the people doing the work can decide whether to incur the cost of a change that affects them, let alone shape what that change actually is. They receive it fully designed and handed down, and absorb it. The organisation reads the quiet as cynicism, a personal failing to be managed with better communication. People are not tired of change. They are tired of change that was never theirs to make.
#OpenSystemsTheory #SocioTechnical #OrgDesign #changeManagement
***
The series has become a book, available now on Leanpub.
https://www.organisationaldysfunctions.com -
From the Leanpub Blog: The Leanpub Podcast 🎙 Feat. Yevgen Nebesov, Author of The Architecture of Power: See what shapes outcomes. Find where you can act.
#books #leanpublishing #selfpublishing #systemsthinking #powerstructures #organizationalchange #sociotechnical #architectureofpower #changemanagement #softwarearchitecture #leanpub #techlead
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From the Leanpub Blog: The Leanpub Podcast 🎙 Feat. Yevgen Nebesov, Author of The Architecture of Power: See what shapes outcomes. Find where you can act.
#books #leanpublishing #selfpublishing #systemsthinking #powerstructures #organizationalchange #sociotechnical #architectureofpower #changemanagement #softwarearchitecture #leanpub #techlead
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From the Leanpub Blog: The Leanpub Podcast 🎙 Feat. Yevgen Nebesov, Author of The Architecture of Power: See what shapes outcomes. Find where you can act.
#books #leanpublishing #selfpublishing #systemsthinking #powerstructures #organizationalchange #sociotechnical #architectureofpower #changemanagement #softwarearchitecture #leanpub #techlead
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From the Leanpub Blog: The Leanpub Podcast 🎙 Feat. Yevgen Nebesov, Author of The Architecture of Power: See what shapes outcomes. Find where you can act.
#books #leanpublishing #selfpublishing #systemsthinking #powerstructures #organizationalchange #sociotechnical #architectureofpower #changemanagement #softwarearchitecture #leanpub #techlead
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NEW! The Leanpub Podcast 🎙 Feat. Yevgen Nebesov, Author of The Architecture of Power: See what shapes outcomes. Find where you can act.
#books #leanpublishing #selfpublishing #systemsthinking #powerstructures #organizationalchange #sociotechnical #architectureofpower #changemanagement #softwarearchitecture #leanpub #techlead
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NEW! The Leanpub Podcast 🎙 Feat. Yevgen Nebesov, Author of The Architecture of Power: See what shapes outcomes. Find where you can act.
#books #leanpublishing #selfpublishing #systemsthinking #powerstructures #organizationalchange #sociotechnical #architectureofpower #changemanagement #softwarearchitecture #leanpub #techlead
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NEW! The Leanpub Podcast 🎙 Feat. Yevgen Nebesov, Author of The Architecture of Power: See what shapes outcomes. Find where you can act.
#books #leanpublishing #selfpublishing #systemsthinking #powerstructures #organizationalchange #sociotechnical #architectureofpower #changemanagement #softwarearchitecture #leanpub #techlead
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NEW! The Leanpub Podcast 🎙 Feat. Yevgen Nebesov, Author of The Architecture of Power: See what shapes outcomes. Find where you can act.
#books #leanpublishing #selfpublishing #systemsthinking #powerstructures #organizationalchange #sociotechnical #architectureofpower #changemanagement #softwarearchitecture #leanpub #techlead
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Why Most AI POCs Stall and How to Build an AI Operating Model That Works
Companies are generating more AI ideas, hackathons, and proof-of-concepts than ever before. Yet only a small fraction of those initiatives ever become secure, scalable, and widely adopted production solutions. The challenge isn't a lack of innovation or model capability. It's the absence of an AI operating model that connects governance, data readiness, measurement, accountability, and people enablement. In this article, I explore why most AI POCs stall and what organizations can do differently to consistently transform AI experiments into measurable business value. -
What's the biggest reason you've seen ERP or digital transformation initiatives struggle? Technology, or leadership decisions that came too late? I'm interested in hearing perspectives from CEOs, CIOs, board members, and transformation leaders. #Leadership #CIO #ERP #ERPImplementation #DigitalTransformation #BusinessTransformation #EnterpriseTechnology #ChangeManagement #BoardLeadership #BusinessStrategy #OperatingModel #TechnologyLeadership #ITStrategy #ExecutiveLeadership #TechnologyTrends
https://stayingalive.in/cataloguing-strategic-innov/why-erp-rollouts-fail-the.html -
When was the last time your board formally challenged the assumptions behind a transformation program, rather than simply reviewing its progress? Has changing course ever proved to be the better decision? #Leadership #BoardGovernance #DigitalTransformation #BusinessStrategy #CIO #TechnologyLeadership #EnterpriseTransformation #CorporateStrategy #ChangeManagement #BusinessTransformation #ExecutiveLeadership #InnovationStrategy #ITLeadership #Governance #TechnologyTrends
https://stayingalive.in/cataloguing-strategic-innov/why-transformation-roadmaps.html -
Beyond the AI buzz: Delivering measurable results through real-world examples
Everyone is talking about AI, but very few organizations are talking about outcomes. The real value of AI is not in the technology itself. It is in how it solves business problems, improves customer experiences, accelerates decision making, and delivers measurable results. In this blog, I move beyond the hype and share real-world examples of how organizations are using AI to create tangible business value. From improving operational efficiency and reducing manual effort to accelerating product delivery and driving better business outcomes, these examples demonstrate what successful AI adoption actually looks like. Whether you are an executive shaping AI strategy or a practitioner leading transformation efforts, you will learn practical lessons on how to turn AI investments into measurable impact and meaningful ROI. The future belongs not to the companies that talk the most about AI, but to the ones that use it to solve real problems and deliver real results. -
@CaringKinderSociety
Worth a listen 👂especially when Dr Sue Keay really gets going towards the end (but you need the start when a lot of the terms get explained - like ‘compute’ & ‘hyperscalers’). 😀♥️ Love the info on the practical AI-robotics applications to control Crown of Thorns starfish & to migrate coral spawn to better temperatures for breeding so the Reef can move south. 🪸 (Didn’t know the Reef is the size of Italy!)
So many questions! 🤔 Why don’t we back ourselves more, why do so many of our best & brightest have to leave to get/develop their work, why don’t we invest more in research & development? 🤔 And whatever happened to all the work done on AI under the first Albanese govt? How & why was it watered down to some statement of non-binding expectations… 🤔🤔🤔
#GenerativeAI #AIRobotics #Robotics #AusPol #Australia #dataCentres #hyperscalers #neoCloud #ResearchAndDevelopment #ChangeManagement #countrywideChangeManagement
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JobRad baut Stellen ab – meine Stelle als Organisationsentwickler ist betroffen. Ab 1. Juni 2026 bin ich wieder auf dem Markt. Kein Drama, nur Realität.
Zum Traurigsein habe ich gerade keine Zeit, weil es einfach viel zu viel Spannendes gibt da draußen!
🏗️ Ich designe Organisationsstrukturen und Change-Prozesse, die wirklich funktionieren. 🧭 Ich coache Führungskräfte, die in Komplexität klarer und wirksamer werden wollen. ⚡ Technisches Fundament, systemisches Coaching, 15 Jahre Praxis – ohne lange Einarbeitungszeit.
Ich suche die nächste Herausforderung: als Agile Coach, Organisationsentwickler, Team Lead, Rampensau oder Digitalisierungstreiber – angestellt oder freiberuflich, Raum Freiburg oder remote.
Tipp, Kontakt oder einfach Austausch? 🌱
📨 E-Mail: [email protected]
🌐 Web: florianauer.com
💬 Matrix: @florianauer:freiburg.socialKudo für ein Fav, Karma für nen Boost, Schoki für nen Job!🕺
#GetFediHired #FediHire #Stellensuche #AgileCoach #Organisationsentwicklung #Freiburg #Remote #Hybrid #ChangeManagement #Unternehmenskultur #Kulturentwicklung #Leadership #HostLeadership #SchokoladeMachtGlücklich
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neu auf #GadgetGedanken : GUIDE-Netzwerke: Messbarer Unternehmenserfolg durch Myzel-Prinzip
GUIDE-Netzwerke: Unsichtbare Kraft für messbaren Unternehmenserfolg. Fördern Innovation, Agilität und Mita
https://www.gadgetgedanken.de/2025/07/guide-myzel-unternehmen-erfolg/
#Agilität #BusinessValue #ChangeManagement #DigitalGUIDE #DigitaleTransformation #GUIDENetzwerke #GUIDEland #Innovation #JobGedanken #loscon25 #Mitarbeiterbindung #MyzelPrinzip #Organisationsentwicklung #Transformation #Unternehmenserfolg
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"Menschen mögen keine Veränderungen" - Mögen wir Menschen wirklich keine Veränderungen?
https://www.youtube.com/watch?v=epRTgm8dEMc
#Philosophen #Bedrohlichkeit #SozialeAngst #Fremdbestimmung #Gefühle #Konnektivität #Unpersönlichkeit #Persönlichkeit #Change #ChangeManagement #Plattformen #Plattformkapitalismus #Kleingruppen #Kleingruppenwesen #Anthropologie #Abstimmen #übermacht #Kapital #Eigentum #Akkumulation #Ohnmacht #Ohnmachtserleben