“The mechanics of business improvement are intuitively simple; however, business dynamics, optics and politics are hardly ever intuitive and rarely, if ever, simple. Is it any wonder efforts to improve the business often fail to meet expectations?”
John Bolden
RMA, Mil C, C/MBB-ISSSP, F-IICM, F-IPMS
Distinguished Scholar - GLG Council of Business Advisors
"At any moment in time, every organization will be in the throes of change to a greater or lesser degree. Projects; tens, hundreds perhaps more vie for resources, time and attention; concurrently striving to address defensive, offensive, expansion, contraction and improvement pressures...
Understanding the potential for problems when multiple projects are underway across your organization and how to proactively deal with them starts with gaining an appreciation of what is now, what was then, what will be and what is happening in between...!"
Theme Extract – The Sum of Change
ECMLG Winchester UK // ICKCCM, Prato, Italy // ISSSP New Orleans USA
John Bolden, TLIR Group
“I sat at the back of the room, listening and watching as John explained his findings about what is typically overlooked, ignored or taken for granted whenever change is on the agenda. The looks on the faces of my people, coupled with their furious note taking told me all I needed to know.”
Serge Gallany, SVP, ABN Amro
“Never in the history of corporate transformation have so many projects delivered so little, so late, so poorly for so much cost and aggravation... Now for the bad news...”
Introduction, Sun Tzu and the Art of Corporate Transformation - ECMLG, Winchester UK
© J. Bolden, TLIR Group
“I attended a multi-stream management conference where most subjects and topics were repetitive and boring. Then I listened to “Who Hired Pandora? My first action back at the office was to book John to present the same material to my management team.”
Dietrich Wolder, EVP, HSC
"One trusts that someone, somewhere, has full and complete visibility of everything that is being considered, being planned and being undertaken to improve the business, across the entire business...
Let me ask YOU! Who would that be…?”
Presentation Introduction – The Case for the Chief Change Officer
John Bolden, EIPM, Winchester, UK
“Listening to John draw parallels between Oracle’s pursuit and conquest of PeopleSoft to Caesar’s triumph over Vercingetorix was fascinating, made all the more entertaining when John recounted his military service in West Berlin during the latter stages of the Cold War, guarding Rudolf Hess in Spandau Prison!”
Kevin Turner, EVP, BT Holdings
“As John explained his views about why conflicts arise whenever change is on the agenda, I realized why so many of our global projects run into problems. “Quislings Multiply Like Lemmings’ is one of the most thought provoking seminars I have ever attended.”
Terry Mathews SBU, GE
“Most business improvement projects are managed according to yesterday’s thinking. Linear, insular project management techniques and mindsets all but guarantee business improvement projects will fail to meet expectations. Let me explain…”
Keynote Extract – Archaic, Linear Thinking
J. Bolden, IICM, New Orleans USA
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