Inarticulate ramblings of a management consultant

the day to day experiences of a consultant operating in weird and wonderful client situations

Tag Archive for ‘stakeholder management’

Sponsorship – comes in many shapes and sizes

A few years ago when I was contemplating the opportunity to come to Asia and going through a rather tortuous International Mobility exercise (which seemed full of process but lacked any sense of progress), a colleague whispered to me the secret of all such moves….’sponsorship’. Find a sponsor, he said, one who has money and influence, and all the obstacles you’re currently facing through the ‘official’ processes will magically disappear! […]

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Fixing the irrevocably broken – creating an organisational structure which can thrive in a world of disruptive innovation

With thanks to Toby Tester and following from my blog last week (click here to read it if you’ve unwittingly stumbled upon this random collection of thoughts), here is the exam question for the week: What does an ideal organisational structure look like to cope with the challenges of today’s working environment? Let me first try and define what I envisage as an ‘ideal’ structure with a series of questions: […]

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The real impact of disruptive innovation – fundamentally changing the future structure of organisations

Disruption is the new buzz word in business these days. There are still some organisations and sectors which resist the concept that, somewhere, in the minds of a consumer or an employee, there is an idea which will change their industry for ever….but largely, there is a surface level of acceptance. The real change behind disruption however is much more subtle, disturbing and has the potential to change the corporate […]

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How would you approach change if employees were given a vote?

A few years ago I was involved in the merger of two UK law firms, one with a focus on London as its main operating base, the other more regional in its operations.  One of the conditions for the deal to go through was 100% approval by the partners. In terms of numbers, we were talking about 124 people. Imagine having a hurdle in a project where, before any implementation […]

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Acquisition in an emerging market – integrating the ‘ways of working’ – an exercise in futility?

The final instalment of this series of blogs, from the perspective of a mythical CEO of a family owned business being acquired by a multinational corporate. It is based on my experience of deals across Asia and is not specific to one particular transaction. If you’d like to read the previous parts (which may make sense as they’re written in chronological order), you can access them here – Due diligence, […]

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An acquisition in an emerging market from the perspective of the acquired CEO – two steps forward?

By popular demand (from the exclusive few that appear to read this blog), this is part 3 of a series based on the experience on a fictional CEO in an emerging market going through an acquisition by a multinational corporate. If you’ve wondered onto this blog by accident, firstly, my sympathies and secondly, it may make some sense to read them in the order that they’ve been written. The link […]

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Culture as part of an acquisition – is it worth anything?

My focus in my last blog was to address some of the myths that exist, particularly around the thorny subject of what might constitute a cultural assessment. To be clear, I believe that these are good things to do…they can be one of the most powerful activities you can do in an integration to create momentum and change. My challenge relates to the methodology and process. This week I want to address […]

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