I have been in change management of one sort or another since 1990 and have always had my own businesses: self taught, with a bit of pump-priming at Cranfield School of Management. I have worked in both private and public sectors although now I pretty-much focus on UK Government. The core of my work is about applying technology to enable people to work better together. I’m convinced that, to sustain big change in complex and dynamic environments, we must primarily attend to crystallising and sustaining cross-organisation groups of people collaborating, learning and adapting. I am particularly interested in exploiting the opportunities that enterprise social software is opening up to do this.
Here are some things I’ve done over the past few years…
- Helped develop the change strategy for the G-Cloud programme.
- Helped a government department to be more agile in delivering its IT capabilities.
- Helped spark a new, dynamic means of allocating scarce resources in a government department by collaborative rather than directive means (using social tools).
- Helped a significant number of folks in a government department to make make social tools (blogs, micro-blogs and wikis) a part of their way of working.
- Helped a government department move from delivering change by mechanical formula to a much more organic (and successful) approach through self-organising multi-disciplinary communities.
- Helped establish an innovative model of technology delivery based on new open technologies, a more-sophisticated service model and collaborative behaviours.
- Helped a government department move from measuring it’s performance in terms of numerical targets, to measures of genuine value, which led to better results and more fulfilled, happier staff.
I also speak about the management of change in government.