Organisational Change and Consultancy
Challenges of leading Gen Y in the Credit Crunch - Changeboard
FREE
October 2009
Laura Heath examines the challenges leaders in Professional Service firms are facing in leading Generation Y in the Credit Crunch. She draws on research that Bath Consultancy Group has conducted both with leaders in professional service firms and Generation Y in their first or second roles.
PDF Document (.pdf)
Closing the Female Talent Gap - Changeboard
FREE
October 2010
Sue Pritchard and Laura Heath from Bath Consultancy Group both presented at a recent Opportunity Now event. After 30 years of discussion, organisations must move forward on closing the female talent gap. There needs to be a new approach to working with women leaders.
PDF Document (.pdf)
Culture Eats Strategy for Breakfast - HR Director
FREE
February 2011
Mergers and acquisitions can have a toxic balance sheet culturally. It is a vital role that HR leaders can play and will prevent derailment, maintain productivity and retain key talent during a challenging time of change. HR needs to ensure that there is human due diligence so that the culture of different organisations is assessed as thoroughly as the financials of an organisation being acquired or merged.
PDF Document (.pdf)
How to implement change in the public sector without your best people leaving - HR Magazine
FREE
May 2010
For many leaders in the public sector it isn't difficult to demonstrate a convincing rationale for change, show the graphs and numbers that justify your proposed strategy, draw up a new structure and win a mandate to make change. Yet this is only half the job. The other - perhaps most challenging half - is implementing this new way of working without your best people leaving, morale crashing, performance falling through the floor and dissatisfaction erupting among your customers.
PDF Document (.pdf)
Is the public sector really ready for change? - Reuters
FREE
May 2010
David Jarrett is chief executive at Bath Consultancy Group. The opinions expressed are his own. For many leaders in the public sector it’s one thing to demonstrate a convincing rationale for change, show the graphs and numbers that justify your proposed strategy, draw up a new structure and win a mandate to make change. Yet this is only half the job. The other – perhaps most challenging half – is implementing this new way of working without your best people leaving, morale crashing, performance falling through the floor and dissatisfaction erupting among your customers.
PDF Document (.pdf)
Managing Change in Your Business - Accounting Web
FREE
August 2010
Many firms are operating under ‘survive or thrive’ conditions and are looking to make large scale changes – but too many are forgetting their most important transition tool – their people. David Jarrett reports.
PDF Document (.pdf)
Project Magazine
FREE
October 2008
Sue Pritchard looks at how organisations and partnerships can create the conditions for successful complex programme implementation and delivery.
PDF Document (.pdf)
Financial Director
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July/August 2007
Increased competition and technological advances mean businesses have to change just to survive. Supplied commentary from Peter Hawkins on why strategic change projects fail.
PDF Document (.pdf)
Strategic HR Review
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May/June 2007
Fiona Ellis draws on the experience of OD and HR professionals in a range of organizations to explore the nature of this relationship.
PDF Document (.pdf)
CIO Magazine
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March 2007
An article on company culture by Janine Milne from interviews with Peter Hawkins, David Jarrett and Paul Freeman.
PDF Document (.pdf)
People Management
FREE
November 2006
Fiona Ellis' response on whether OD is really the new HR.
PDF Document (.pdf)
