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Layering in additional stuff just leads to distraction and overwhelm. All organisations have a finite capacity for change – regardless of how much money you choose to throw at it. 

It might not surprise you to know that one of my most annoying habits as a child (I’m told there were several) was relentlessly asking why.  

I didn’t accept anything on face value. And the arbitrary ‘because I said so’ was like a red rag to a bull to me. 

What have you learned about making change stick in the pandemic?

We all need a safety net of collaborators and friends to turn to in a crisis, but how do you maintain these relationships to ensure a network of trusted advisors when needed?

The pandemic has shown us that there are better ways to deliver change – cheaper, faster and with fewer people.

Heavy, cumbersome transformation programmes have no place in a post-COVID world.

Research from McKinsey and Company shows that 70% of all transformations fail – and not communicating a powerful vision is a key contributing factor.

Have you pushed decision-making as low as you can? Or are you finding yourself marking others’ homework?

The higher achieving you are, the more likely you are to set high standards for yourself. Therefore, the more likely you are to resent being a beginner. And to learn new skills you have start, well, at the beginning.

The success of the NHS vaccine rollout, combined with the meeting of all key dates so far, is making future promises feel more credible. More reliable.

And some of those same principles underpin any successful change roadmap.

You’ll be pleased to know that improving the speed and quality of decision-making doesn’t have to involve a headache-inducing re-structure of your teams and meetings.

But it does involve some thought.

Try these tips and reap the rewards.