CAMPBELL MACPHERSON has been helping business leaders clarify their strategy and instigate sustainable change for more than 30 years throughout the UK, Europe, Australia, USA, Asia and the Middle East.

He has a remarkable wealth of experience across a variety of industries and business disciplines.

He has been a board member, Strategy Director, HR Director, Marketing Director, eBusiness Head and internal change leader.

He is a strategic change adviser for many dozens of organisations via his consultancy Change & Strategy International Ltd ([...]

His work has included advising the Abu Dhabi Investment Authority, Zurich Global Life, IFDS/State Street, International Personal Finance, Friends Life, Aviva, GoCompare, iPipeline, James Hay, Cofunds, Sesame, Misys, Openwork, Centaur Media, BP, Capital Radio, BBC, Telewest, AMP, American Express, Lazard and Andersen Consulting.

He also flew jets (poorly) in the RAAF.

He has a Physics degree from Melbourne University.

Campbell lives in Oxfordshire, UK and is married with two adult children. He divides his time between the UK, Australia and wherever his clients need him to be.

[...]

Acknowledgements xiii

About the Author xvii

Introduction 1

Part ZERO: Change is Inevitable 9

Part ONE: Why 88% of Change Initiatives Fail 29

1 People Don't Like Change 31

Fear of failure 35

Fear of the unknown 38

Fear of blame 40

The comfort of victimhood 44

The long-term gains don't seem to be worth the short-term pain 49

We need help but it is nowhere to be found, so we give up at the first hurdle 50

2 Lack of Clarity Regarding What We are Trying to Achieve and Why 55

3 The Implications are not Fully Understood 71

4 An Obsession with Process over Outcomes 75

5 Inertia 81

6 The Project is Set Up to Fail 85

7 Poor Communications and Disingenuous Stakeholder Engagement 89

8 We Forget that Emotions Trump Logic Every Time 93

9 A Change-averse Culture 103

10 The Leadership Doesn't Stay the Course 107

Part TWO: The Necessary Ingredients for Successful Change 113

11 A Change Catalyst to Drive Delivery 115

12 Clarity About What we are Trying to Achieve and Why 131

13 Detailed Understanding of the Implications of the Change 133

14 A Laser-like Focus on the Outcomes 139

15 A Change Process that Includes a 'Pause for Reflection' 143

16 Clear Governance and Thorough Planning 147

17 Genuine Engagement with People at all Levels of the Organisation 153

18 Identification of the Emotional Triggers 163

19 A Strong, Committed, Aligned and Unwavering Leadership Team 167

20 A Change-ready Culture 171

Part THREE: Culture Change 177

21 Cultural Intelligence 179

22 Instigating Change in a Foreign Culture 193

23 Understanding Your Organisation's Culture 207

24 Teaching People to Walk in the Rain 211

Part FOUR: Getting Down to Business 225

25 Vision, Mission and Other Buzzwords 227

26 Values Schmalues 243

27 What Does a Good Strategy Look Like? 251

28 It's the Delivery, Stupid! (Execution is Everything) 263

29 Where Are Your Walls? (Organisation Design) 271

30 Overcoming Complacency (The Innovator's Dilemma) 279

31 What Does a Good Leader Look Like? 287

32 Building Extraordinary Leadership Teams 293

33 Your People 299

34 Case Studies 313

1. Tim Wallace and the iPipeline team: Transforming insurance 314

2. Michael Sheargold: Real Estate Change Catalyst 321

3. Michael Gould and Anaplan: The UK's newest unicorn 327

4. Unlocking the value of HR 335

5. Globalisation 345

35 The Change Toolbox 359

Part FIVE: And Finally, Tell 'em What You Told 'em 377

Index 385