Egremont’s six steps to surviving organisational change
By Natalie Gordon, Managing Consultant

We’ve heard it all before. In today’s climate of frequent mergers and acquisitions, we’re constantly being told to embrace the change. We have to be leaner, faster, creating more growth, more profit. Most importantly, we have to impress the new owners / shareholders with ever more ambitious plans. Sound familiar? More and more of us now belong to organisations that have recently merged or been bought by private equity – and that means new people at the top with new ideas.  Whether you are a leader or a worker in your organisation, there are practical things you can do to survive the inevitable change that’s on its way.

If you are tasked with leading the change in your organisation, chances are there’s a sense of trepidation at this stage. This is a healthy sign. If it were an easy task, no-one would bother writing about it. As John Quincy Adams says, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”  That’s a tall order, so where do you start?

Read our article to find out more.