#Nobl collective how to
#Nobl collective full

And it’s one of my favourites when it surfaces because it’s quite easy to interact with. This is one of the ones that will often come up. Honouring what they built before still matters is critical.” And yet, you still will experience this loss of pride because many folks have spent days and days fixing bugs and implementing the last one. If any of us have been through an ERP implementation, it’s pretty clear by the time that we’re going into the new system that the old one does need to go. They’ll say, ‘wasn’t it good enough before?’ Or, ‘what about that system I built?’ Even if it’s an explicitly shoddy system. You’ll often hear more tenured folks surface. They’ve taken pride in all the work they’ve done for a decade before. They’re feeling like they’re losing their pride. What about all the people that contributed to all these other things that came before? It got them to the place to even afford and hire and retain this new phenomenal leader.”īut they’re not being recognised as having built that fantastic set of structures, processes. They’re going to usher in all these new ways of working. This happens when a new leader comes in and gets trumpeted as the saviour and champion. But the change affects a completely different department like the marketing department or the department, then often you’ll see that silo get strong between them because of this feeling of loss of control. If one department makes a phenomenal change in their minds, they’re all aligned. This loss of control can create huge chasms between groups, huge chasms between subordinates and managers, huge chasms between departments. People resist that change and become those cynics in the room. It’s often this loss of control that we’re seeing. With our work and organisations, it’s often this one. It’s still outside of what they felt like they could influence and they could own. You’re still going to experience some of that resistance because they still feel like it’s out of their control. It’s completely outside of their zone of control, and it’s being handed down to them.”īut what about the changes that are positive, like we’re moving to a new beautiful new office. They feel like this is happening to them. It was like this fun, sexy announcement about this new budgeting process she was going to use.Īnd I said that’s because they’re experiencing this loss of control. I feel like they didn’t understand it at all. This big change would be like saying we’re going to switch to agile for a CIO.Īnd she said, Lucy, my managers said to me, you took my budget away. Some of you might say that’s a new fad, but she rolls it out. With the loss of control, a CFO client that I was speaking to works at a Silicon Valley tech darling startup, and she rolled out zero-based budgeting. It serves us to understand all these different types of loss.

#Nobl collective how to

I’m going to unpack these a little bit, and then I will tell you how to address each of them within your organisation. I will define some other forms of loss that you’ll feel are familiar from within your organisation. We think of loss in a more traditional sense. We often think of loss in the financial sense or a loved one.

#Nobl collective full

To unlock the full keynote video and access an entire catalogue of ADAPT’s expert presentations, localised research, case studies, downloadable data and community interviews, speak with a Senior Research Consultant today.įor these folks within your organisation, when they have to move from that ending into that adjustment and into that new beginning and do these changes, it’s a form of loss for them. In her presentation at CFO Edge, NOBL Collective’s CEO, Lucy Chung, explores how to implement lasting change on a strategic level, with a deepened empathy for the types of loss employees can experience on the journey. Instead, it should be rooted in your bonds with the people and stakeholders you will impact, with an empathy for their capabilities and support they need to effectively collaborate and recover organisational growth since 2020. Traditionally change management has been handed to people top-down, often as a process-oriented afterthought. Digital transformation requires culture change, but the natural human tendency is always to resist change.