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Ket PatelGuest
Kiran KachelaHost
I'm going to kick off with one of the first myths that I'm going to break today, and that is that those people that you think are blockers to your change programs are actually the only ones warning you that your plan is going to fail.

But I'm going to tell you a story now that might make you think differently about it next time.

A few years ago, we were called in by a CFO of a big global corporation that was needing some help with landing change because they were about to embark on a big finance system integration program across all of their European divisions.

It was rubber stamped by one of the big four consultancies that told them that it was all a great solution.

They had procured the most cutting edge technology and they had a really aggressive plan.

So quite late in the day, but better late than never, he called us in to help land the change across Europe.

Now, one of the first things that the CFO had planned was a big town hall meeting where he was going to announce this new system and all of the operational efficiencies that this new technology would bring.

And as he was giving this visionary speech and talking all about these great benefits of operational efficiency, I noticed a group of people at the back of the room.

So after the town hall meeting, I went and spoke to the CFO and shared my observations.

I'm going to kick off with one of the first myths that I'm going to break today, and that is that those people that you think are blockers to your change programs are actually the only ones warning you that your plan is going to fail.

But I'm going to tell you a story now that might make you think differently about it next time.

A few years ago, we were called in by a CFO of a big global corporation that was needing some help with landing change because they were about to embark on a big finance system integration program across all of their European divisions.

It was rubber stamped by one of the big four consultancies that told them that it was all a great solution.

They had procured the most cutting edge technology and they had a really aggressive plan.

So quite late in the day, but better late than never, he called us in to help land the change across Europe.

Now, one of the first things that the CFO had planned was a big town hall meeting where he was going to announce this new system and all of the operational efficiencies that this new technology would bring.

And as he was giving this visionary speech and talking all about these great benefits of operational efficiency, I noticed a group of people at the back of the room.

So after the town hall meeting, I went and spoke to the CFO and shared my observations.
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