CAMPBELL MACPHERSON Campbell has been helping business leaders clarify their strategy and instigate sustainable change for more than 30 years throughout the UK, Europe, Australia, USA, Asia and the Middle East. He has a remarkable wealth of experience across a variety of industries and business disciplines. He has been a board member, Strategy Director, HR Director, Marketing Director, eBusiness Head and internal change leader. He is a strategic change adviser for many dozens of organisations via his consultancy Change & Strategy International Ltd (www.changeandstrategy.com). His work has included advising the Abu Dhabi Investment Authority, Zurich Global Life, IFDS/State Street, International Personal Finance, Friends Life, Aviva, GoCompare, iPipeline, James Hay, Cofunds, Sesame, Misys, Openwork, Centaur Media, BP, Capital Radio, BBC, Telewest, AMP, American Express, Lazard and Andersen Consulting. He also flew jets (poorly) in the RAAF. He has a Physics degree from Melbourne University. Campbell lives in Oxfordshire, UK and is married with two adult children. He divides his time between the UK, Australia and wherever his clients need him to be.

The Change Catalyst: Secrets to Successful and Sustainable Business Change 1
Contents 11
Acknowledgements 15
About the Author 19
Introduction 21
Part Zero: Change is Inevitable 29
Part One: Why 88% of Change Initiatives Fail 49
Chapter 1: People Don’t Like Change 11
#1 reason why people resist change: fear of failure 55
#2 reason why people resist change: fear of the unknown 58
#3 reason why people resist change: fear of blame 60
#4 reason why people resist change:the comfort of victimhood 64
#5 reason why people resist change: the long-termgains don’t seem to be worth the short-term pain 69
#6 reason why people resist change: we need help but it is nowhere to be found,so we give up at the first hurdle 70
Chapter 2: Lack of Clarity Regarding What We are Trying to Achieve and Why 75
Chapter 3: The Implications are not Fully Understood 91
Chapter 4: An Obsession with Process over Outcomes 95
Chapter 5: Inertia 101
Chapter 6: The Project is Set Up to Fail 105
Chapter 7: Poor Communications and Disingenuous Stakeholder Engagement 109
Chapter 8: We Forget that Emotions Trump Logic Every Time 113
Chapter 9: A Change-averse Culture 123
Chapter 10: The Leadership Doesn’t Stay the Course 127
Part Two: The Necessary Ingredients for Successful Change 133
Chapter 11: A Change Catalyst to Drive Delivery 135
Chapter 12: Clarity About What we are Trying to Achieve and Why 151
Chapter 13: Detailed Understanding of the Implications of the Change 153
Chapter 14: A Laser-like Focus on the Outcomes 159
Chapter 15: A Change Process that Includes a ‘Pause for Reflection’ 163
Chapter 16: Clear Governance and Thorough Planning 167
Chapter 17: Genuine Engagement with People at all Levels of the Organisation 173
Chapter 18: Identification of the Emotional Triggers 183
Chapter 19: A Strong, Committed, Aligned and Unwavering Leadership Team 187
Chapter 20: A Change-ready Culture 191
Part Three: Culture Change 197
21 Cultural Intelligence 199
22 Instigating Change in a Foreign Culture 213
23 Understanding Your Organisation’s Culture 227
24 Teaching People to Walk in the Rain 231
Part Four: Getting Down to Business 245
Chapter 25: Vision, Mission and Other Buzzwords 247
Chapter 26: Values Schmalues 263
Chapter 27: What Does a Good Strategy Look Like? 271
Chapter 28: It’s the Delivery, Stupid! (Execution is Everything) 283
Chapter 29: Where Are Your Walls? (Organisation Design) 291
Chapter 30: Overcoming Complacency (The Innovator’s Dilemma) 299
Chapter 31: What Does a Good Leader Look Like? 307
Chapter 32: Building Extraordinary Leadership Teams 313
Chapter 33: Your People 319
Chapter 34: Case Studies 333
1. Tim Wallace and the iPipeline team: Transforming insurance 334
2. Michael Sheargold: Real Estate Change Catalyst 341
3. Michael Gould and Anaplan: The UK’s newest unicorn 347
4. Unlocking the value of HR 355
5. Globalisation 365
Chapter 35: The Change Toolbox 379
Part Five: And Finally, Tell ‘em What You Told ‘em 397
Index 405
End User License Agreement 423

"A good book, well researched with a clear instruction to use it as a guide and a resource to assess what is the right option for your own organisation." (Irish Tech News, July 2017)

"The Change Catalyst is well-written and a pleasure to read. It is full of insight and anecdotes to help organisation transform for the better." (The Association of MBA's, June 2017)

"This is no ordinary business book. Easy to read and conversational, it leads an entertaining exploration of the subject of change." (thebiponline, May 2017)