The ability to change smoothly and consistently as part of the inherent mind-set and competency of an organisation is important to the success of an organisation in a globally competitive market where technology, innovation and commercialisation increasingly drive the agenda.
Early stage enterprises, established businesses and mature multi-nationals often tell us they have tried change initiatives before but that these have failed to make an impact. They recognise the need to change but do not want to fall into the same trap. They are desperate to ensure new change initiatives are successful and that change becomes an integral part of what the organisation does.
Date: 25 February 2016
Location: Ramada, Birmingham North, Bridge Street, Cannock WS11 0DQ
Buffet served on arrival
Reserve your free place by emailing firstname.lastname@example.org
What you can gain
- Types of change and why change succeeds and fails.
- The qualities and capabilities of a good change leader and manager, so identifying those skills you would like to improve.
- How to lead and manage good change that lands well within your organisation.
- The breadth of skills required within the organisation to successfully design, develop, deliver and embed change.Speaker DetailsSarah Coleman has over 25 years’ experience as a project, programme and change professional designing and delivering business critical initiatives up to $ 50million in the UK and internationally. During her career she has worked extensively in professional services, healthcare, financial services, technology and telecoms as well as local government and central government. She typically provides consultancy, training and development and facilitation.She is also a qualified and experienced leadership and executive coach who coaches and mentors professionals who want to improve their performance and step up to the next level. Her clients say they value her communication skills and her ability to challenge positively and constructively.Sarah speaks at business schools, events and conferences including RBS, Defra, the IIBA, Goldman Sachs, Innovate UK and the APM. She contributed the chapter ‘Dealing with Power and Politics’ to ‘Business Analysis and Leadership: Influencing Change’ (2013) published by Kogan Page and has just completed co-authoring ‘Project Leadership’ (3rd edition) for Gower Publishing due to be published 2015.