change management

Beliefs are the foundation for what we believe about ourselves and the world around us... they may also represent what we WANT to believe about ourselves and the world around us. They begin developing when we are born and we never stop building new ones or reinforcing the ones we already have.
Our growing love of healthy and sustainable food doesn't necessarily translate into a growing love of cooking. Many people who want to eat healthy and interesting meals don't have the time, nor the inclination to cook. Enter the meal-kit service business, estimated to grow to $3 billion in the coming years.
Leaders are tired of perpetually "managing change," yet so few organizations do it well. So few organizations dedicate time to evaluate why their initiatives don't work because they are always on to the next one. And if they do stop to analyze what's not working, they look only as far as the process itself.
A period of major change in one's life often provokes fear or anger, before making way for angst, uncertainty, and melancholy. And then, eventually, a more buoyant feeling of hope, optimism, and happiness. I have playlists of my own to help me through the change cycle -- for each stage.
We've all heard the saying "It's like herding cats." As challenging as that might be, it's not much more difficult than building consensus with a global committee: everyone has a different view, and often a territorial approach to meetings. In fact, while herding cats is tough, creating a brand change in corporations may be even tougher.
Most of us grow up on the belief that we're either creative or not. The number of times I've had colleagues tell me that they "just don't think that way" is shockingly high. But in actuality, creativity is a learned skill. Most of us grow up on the belief that we're either creative or not. The number of times I've had colleagues tell me that they "just don't think that way" is shockingly high. But in actuality, creativity is a learned skill.
I am not making a case that change is bad, but I am saying that for change to work, that is, for it to be sustainable, it needs to become a habit. And it feels like the only habit that we know right now is how to change. Not how to sustain it.
having a strategy is one thing, but being able to implement it is entirely another. After all, the value of a strategy is not what is written on the whiteboard or the back of napkin, it is the value unleashed by engaging the minds and hearts of motivated employees and suppliers.