The Challenge

Some experts embrace their role in instigating innovation and change initiatives – but, for want of any formal learning in these areas – underestimate the degree of disruption this causes to other stakeholders’ lives. They are taken aback by the resistance they face. Initiatives end up taking much longer to implement than if effective engagement and change management had been deployed alongside implementation plans. Sometimes the lack of adequate buy-in altogether derails an initiative or results in a diminishing of anticipated results.

At other times, there are experts who adopt a sceptical – or cynical – oppositional stance to all change. Rather than considering how they might best support a change initiative – or even take a leadership role – they critique what they see as the flaws in how the change has been conceived of, planned, announced or enacted.

Similarly, some experts delight in leading the way with anticipating emerging business requirements and being at the forefront of innovation – prioritising research, providing thought leadership, engaging in continuous improvement, etc. Whereas others can be so invested in their presumed current best practice that they altogether miss “next practice”.

Our view is that most experts would benefit enormously from both considering their roles in such areas as innovation and change – as well as familiarising themselves with proven tools that aid effectiveness in these important areas.

Ask for a copy of our detailed curriculum with detailed descriptions of content and learning outcomes.