Change is inevitable. Failure is optional. But failing to embrace organisational change almost certainly spells the end of the road for most organisations. In this Slideshare, we discuss organisational transformation do’s and don’t’s with seasoned HR leader and independent consultant Tim. Having extensive experience in the retail, automotive and new technology industries, Tim shares his insight on organisational change pitfalls: what they are, how to avoid them, and how to turn them into your business’ secret strategic weapon.

1. Becoming a Champion for
Change
Embracing transformation to defeat organisational
failure
Live Broadcast: 5 Oct 2017
www.talmix.com

2. Why?
2
Change is inevitable. Failure is optional. But failing to embrace organisational
change almost certainly spells the end of the road for most organisations.
In this broadcast, we discussed organisational
transformation do’s and don’t’s with seasoned
HR leader and independent consultant Tim.
Having extensive experience in the retail,
automotive and new technology industries, Tim
shares his insight on organisational change
pitfalls: what they are, how to avoid them, and
how to turn them into your business’ secret
strategic weapon.

3. What are some of the biggest
changes you’ve seen in how
organisations grow & develop
their workforce?

4. Tim Seabourne
4
“When I first started in training, most people got their training through classroom
classes, training departments, standard curriculum. The biggest change that I’ve
seen has been driven through the technology that is now available to us”
Technology now enables people to:
Manage their own development a lot more than they used to
Self-develop through e-learning courses. You find people booking their own
courses and development plans online in order to better themselves.
Easily find coaches and mentors, if the business feels they need additional
personal development.
“Technology has enabled people to really take control of their own
learning as opposed to sitting back and waiting back for someone
else to point them in a particular training point.”

5. Trending ways that organisations handle Change
5
Change Management has become a lot
more all-encompassing and
sophisticated than it used to be.
It’s about:
• The People
• The Culture
• The ENTIRE organisation

6. How are organisations embracing
change to outperform the
competition, and shape up for the
future of work?

7. Tim Seabourne
7
“I think it has to become all-encompassing. There is no point putting in
any kind of change initiative if the organisation isn’t ready for it, or not
structured for it. You may need to do several things before you can
embark on a change management program. Is the culture right? Is the
organisational structure right? Will this affect the physical building that
we’re in? Organisations have to look at everything else before
implementing change and communicating that to the staff.
If you put a change into an organisation and it doesn’t
make a cultural fit, you’re going to be struggling from the
start

8. Change is a cultural adoption.
It’s not just an item on your
To-Do List

9. Tim Seabourne
9
1. You have to honest with yourself. Everyone will be impacted by the change. Some more
positively than others. And those who are being negatively affected, may be key talent in your
organisation that you risk losing completely.
2. You need to look at Change pragmatically – and make sure that everyone is on-board with it
– not necessarily in agreement, but certainly on-board.
3. Leave no-one behind when introducing Change structures.
“I’ve seen Change initiatives really decimate organisations – not
because of the Change itself, but simply because it wasn’t handled
correctly"
Embracing change means taking your people along on the
journey with you.

10. So, why do Change Initiatives
fail?

11. Tim Seabourne
11
A lot of Change Initiatives do fail – but preventing failure is down to sufficient pre-planning.
Unfortunately, many Change activities fail for a much wider reason than what people may
expect.
Example: One major initiative failed completely simply because the second management
layer became the weakest link in the chain. The C-Suite were engaged and ready for Change,
but the management layer underneath weren’t aligned to the same goal and purpose, and
ended up undermining the Change. This had to be carefully managed until everyone was re-
aligned and the organisation could then move forward
Example: Another organisation wanted to implement a Change Management initiative, but the
physical building simply didn’t make for the space that was conducive to the changes to be
implemented. They organisation wanted to develop a more open, communicative culture, but
the physical building restricted any type of collaboration.
Change Initiatives fail for a number of reasons, but the main
one is because many organisations leap straight in and don’t
do sufficient pre-planning.

12. Industry snapshot:
Similarities in the way
industries handle change?

13. Tim Seabourne
13
“There are a lot of similarities across industry when it comes to people-related
issues. But the hurdles to overcome may be industry-specific”
If you have a good example of an organisation already getting to grips
with a Change initiative, it helps. Example: The Automotive industry is
somewhat adept already with implementing change, and focussing on
quality. That has started to flow over into the back-office, more
administrative departments who look towards the factory’s efficiency and
adaptability, and are now developing a similar culture
There’s a great appetite for change in the Public Sector – more so
than before. But where many people in the Public Sector have generally
been there for many years, some become more resistant to change,
than others.

14. What are the risks to
organisations who are not
embracing Change?

15. They risk ending up as nothing.
15
Disruption is all around us. Organisations are facing disruption in some form or another. Technology
is moving into new fields and many organisations may not be around in a few years’ time because
of that.
“You should always be looking at how you can refresh your game”
The landscape is littered with organisations that haven’t taken a
good look at themselves, and carried on regardless and fallen off
the cliff.
Organisations that have failed to innovate, or woken up to innovating too
late, risk being forgotten about.
Customer Service is changing in a big way. Putting the customer at the
forefront of your organisation has never been more important than now.
That’s one of the most difficult culture changes to make – but if you don’t do
that, someone else is going to come along and snap your customer up.

16. How to get started:
Top tips to rolling out
effective Change Management
initiatives

17. Tim Seabourne
17
Take the difficult decisions: Don’t think that you can lay on major
Change in your organisation without looking at things like organisational
structure.
Pre-planning: Look at how critical business practices like your rewards and
incentive programs, leadership structures etc and how suitable they will be
with your proposed changes.
Never leave anyone behind: When you implement change – there are
always human stories behind it. Who has just taken on a new mortgage?
Who is starting a family? How does your change impact your resource
teams?

18. Ready to find the right talent to help you
implement your Change Strategy?
Talk to Talmix today