1. The nature of change is changing…

4. Executive Coach, Leadership Development Consultant & Change Maker
Speaker Bio
Michelle Brailsford
Executive Coach, Leadership Development Consultant & Change Maker
Partner & Principal Consultant
Jupiter Consulting Group 
Jupiter Consulting Group are a consultancy dedicated to Adding Life Back Into Work.
Michelle is on the Advisory Board of PWN-Global (Professional Women’s Network) & a mentor to the myHRCareers network.
She is also Co-Leader of the Change Management Institute South West (UK)

5. Some questions on my mind
How come we’re trying to lead complex change with simple tools?
How can we, as change agents, best help our clients (Leaders)?
What new habits do Leaders need to develop in order to thrive during times of change?
What do we – as change agents – have to offer?
When faced with complex change, many leaders are still trying to lead change using management tools that are no longer fit for purpose.
How can we, as change coaches and project leaders, help our Leaders when there are no ‘right answers’? When the future isn’t predictable? When it’s impossible to produce controllable results?
The role of Change Manager needs to shift to Change Coach. And together, we need to build change platforms, not change programmes.
During this session, Michelle will share some thoughts about Management 2.0 and Change 2.0 with the audience. Be prepared to walk away with more questions, than answers!

7. Change tools, frameworks and methodologies are no longer ‘fit for purpose’…

8. We need new tools!

9. We need platforms, not programmes!

10. World 2.0
The world is changing. We’ve all heard the term VUCA – Volitile, Uncertain, Complex, Ambiguous.
Here are a few examples of world 3.0
Changing weather patterns. Terrorism. Digitalization. The fall of the EU (perhaps)? The aging population.

11. Work 2.0

12. Change 2.0

13. How can we help our Leaders?
The Cathedral model: restricted access to code, code only available with each software release – controlled / limited / restricted / closed
The Bazaar model, in which the code is developed over the Internet in view of the public

14. New habits for Leaders?
Open Source approaches provide unique benefits such as: ■ Inclusion of people with expertise who wouldn’t otherwise have been included ■ Free access to that expertise Diversity of perspectives ■ Ability to update and improve in real time.

15. What do we, as change agents, have to offer?

16. The nature of change is changing… Thank You!

17. What this all means for me?
Emergent change
ENERGIZED
HOPEFUL
RESOURCEFUL
MOTIVATED
CREATIVE
CURRENT STATE
TRANSITION STATE
ADAPTIVE STATE
© Jupiter Consulting Group
Jupiter Consulting Group

18. What this all means for me?
From To
Programmes Platforms
Top-down Activist-Out
Sold Involved
Managed Emergent
Change Agent Architect
Manager Coach
Tools & Methods Experiments
Build a change platform, not a change program, Gary Hamel and Michele Zanini

19. The Network Secrets of Great Change Agents by Julie Battilana &Tiziana Casciaro
As a change agent, my centrality in the informal network is more important than my position in the formal hierarchy

20. Change Programmes Change Platforms
too often, leaders prescribe outcome and method of change in a top-down way
change is experienced by people at the front line as “have to” (imposed) rather than “want to” (embraced)
people resist as a matter of principle
Change
Platforms
everyone can help tackle the most challenging issues
value diversity of thought
connect people, ideas and learning
role of formal leaders is to create the conditions and get out of the way
people engage as a matter of principle

21. The Rider is rational, analytical
The Elephant is emotional, quick-to react
Elephant
Strengths
Energy, drive, instinctive, love, compassion, sympathy, loyalty, gets things done
Weaknesses
Lazy, skittish, short-term payoff, does not respond to the Rider.
The Rider
Long-term planning, direction
Overly analytical, indecisive