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The Optimist’s Guide to Successful 2022 Transformation Projects

  • Tuesday, February 01, 2022
  • 4:00 PM - 5:00 PM
  • Zoom
  • 396


Registration is closed

“70% of transformation projects fail”. 

There is an embedded sceptical belief amongst workers that this statement is true. And the data shows it to be true.

The decades have also proved Henry Ford to be right, “Whether you believe you can do a thing or not, you are right.”

The Centre for Optimism transformation team will share what our research shows to make a transformation project work!   The team is led by Jeff Kerr-Bell with Amanda Noz, Kay Clancy and Robert Masters who are inspiring leaders in change.

The Optimistic Leader’s Checklist for Successful Transformation.

Vision:  Develop an inspiring Vision.  

Think change that embraces an enhanced culture in the organisation to improve the lives of the team, leaders and stakeholders.

Leadership: Appoint Realistic and Infectiously Optimistic leaders.

Think about how Leadership can create the desire, knowledge and reinforcement for successful change.

Stakeholders: Define and Understand the stakeholders. 

Analyse stakeholders with the focus on developing a change-ready culture. What is their culture? 

Scope: Determine the scope to everyone is on the same page

What are the parameters to implementing and achieving the Vision?

Strategy and ProcessesMap the strategy and processes to move from the current state to the desired state. How are we influence the stakeholders towards the desired state?

Resources: Ensure the program is resourced with ‘enabling’ people with supporting budgets. Define resourcing needs – people and technology - to achieve success.

Engagement: Build and influence people to embrace the change.

Map out the engagement processes to influence, educate, communicate and lead to achieve the Vision via demonstration, championing, education, communication and reinforcement.

Governance: Govern with an optimistic and positive outlook. Establish a framework that inspires success and overcomes fear, where risk is assessed as an enabler, not a preventer.

How should the project be monitored; how should it be measured and evaluated (re KPIs) to ensure it remains on track or adjusted to achieve the Vision?

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