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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. 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. 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.
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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.