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Leading Change with Foresight for Growth

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Event description
A two hour interactive leadership briefing to explore the integration of foresight with people-centric change methodology.

About this event

This two hour event has been designed by Change Consultant and Author, Jennifer Bryan and Futurist and Keynote Speaker, Steve Wells.

When we implement change programmes, how often do we future-proof the change by exploring the future? Do the programmes we put in place simply seek to change the past and present and how well does that set us up for an increasingly uncertain future characterised by exponential change?

This event is designed for leaders tasked with designing, facilitating, and implementing future-fit organisational change programmes. It will demonstrate the integration of people-centric change methodology and foresight to help leaders design, create, and implement effective, future-fit people-focused change.

The event will take place on Zoom on 21st September from 8.30-10.30am, with registration available from 8.00am.

Agenda

  • Registration & Networking
  • Welcome & Introduction
  • Discussing the change context – megatrends and scenarios
  • Exploring change models
  • Integrating and designing human-centric future-fit change plans
  • Interactive exercises and discussion
  • Close

What is the Future and Change Context?

The world is increasingly subject to significant change and while the focus is often on the potential implications of exponential technology developments like artificial intelligence, robotics, adaptive manufacturing, augmented and virtual reality for example, political, economic, and social change are also happening at break-neck speed. This range of future forces—together with the Covid-19 pandemic—act on life, society, and business and add to our personal and organisational sense of complexity and uncertainty.

In the past, we have been confident in our predictions about how the external environment is evolving and been able to come to consensus about the way ahead. Increasingly we are far from certain about how the outside world is evolving and are less able to reach consensus about how to proceed. It's this situation that we believe calls for a new focus to leading change in organisations, and that’s not easy. There’s a temptation to always do what we’ve always done. But then we get what we’ve always got; except the reality is that the world moves on and we risk being left behind.


		Leading Change with Foresight for Growth image

Putting People at the Heart of Change

Change management is about people but this statement of the obvious too often gets lost in over-complicated methodologies and technology focused approaches to change. Leaders get seduced by the glitter of the gizmo and forget to pay attention to the ordinary every-day needs of the people who will make the technology sing.

Typically the people side of change is an after-thought and noticed only once things are not working as planned.

With the current environment especially, a number of questions arise concerning the nature of change and the human face of change. There needs to be a new mind-set to accept and embrace exponential change, to do so with more than an eye on plausible multiple technology-centric futures, and on enabling a more human-centric future.

Which Future?

Are we building a change programme that takes us toward a single, perhaps preferred future, or to help us prepare for a number of potentially different futures? Building flexibility, agility, and resilience into change programs by exploring plausible scenarios is crucial for the future growth of our enterprises and the wellbeing of employees.

Using the ABChange Model in the context of these different future scenarios enables leaders to generate a pathway that includes the people and ensures they are taken along this journey of transition and change.

This approach ensures an organisation’s greatest asset is paid proper attention to, whether changes are seen as radical or incremental. It marries the person and the change task together in the different future scenarios.

Many leaders find leading people through change intimidating because there are emotions involved, sometimes difficult conversations, and it takes people out of their comfort zones. With the current environment, we have all been very much outside our comfort zones for a whole variety of reasons. However, bringing together two frameworks that enables us to plot a journey towards plausible futures and help inform how we can lead in, and into the future, gives leaders the ability to really focus on the priorities for the business to not just survive but to grow.

Questions

  • How do you make sense of the current change context in your enterprise?
  • How do you assess and meet the needs of the people in your organisation subject to change?
  • How much effort do you put into setting change programmes for the future rather than the present?
  • How do you integrate views of the future / foresight (through trend analysis, horizon scanning, and scenarios for example) into your change programmes?
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Date and time

Location

Online event

Refund policy

Refunds up to 30 days before event

Eventbrite's fee is nonrefundable.

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Organiser Jennifer Bryan and Steve Wells

Organiser of Leading Change with Foresight for Growth

Jennifer and Steve have been working collaboratively to develop a robust process that integrates foresight with people-centric change methodology. The result of that work is Leading Change with Foresight for Growth.

Jennifer Bryan is a Change Consultant, who has worked with over 30 different organisations across multiple industries. She is also a Non-Executive Board Member of the ACMP (Association of Change Management Professionals) UK Chapter.

Steve Wells is a futurist and founder of Informing Choices Ltd., an insights business specialising in futures and foresight. His work is designed to help individuals and organisations make informed choices about the emerging future.

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