Change resistance – the cancer to implementing transformational change
Conclusion: Too often the CIO or program/project executive will focus on the more tangible aspects of developing a new ICT system, bunch of processes, environments and the like only to have the new initiative fail as a result of risk averse and increasingly change weary and cynical employees1. Successful leaders need to spend increasing time and effort on getting all stakeholders on-side at all levels to implement and make sustainable positive change.
About The Advisor
Peter Bickerton is an IBRS advisor covering strategy, program and project governance, developing and critiquing business cases and reviews. Peter is an experienced program board executive in enterprise ICT transformations across business development and national infrastructure replacements. Peter is an executive mentor and coach improving workplace environments and maximising productivity and improving key stakeholder relationships. Peter has held senior executive positions including CIO and Deputy CEO in both operational and service delivery roles in the Federal Government as well as twenty years of experience in law enforcement both overseas and in Australia.