Another thing that I am keen on is that the way the activities, that are there to foster the change, are delivered are done in the style of the change that they are trying to create.

I will give you an example: a few years ago I ran my seminar ‘Culture Change: Holy Grail or Poison Chalice?’ to an organisation whose execs were away considering a major turnaround in their business model. After my piece was over their CEO asked the team to consider their experiences of change in the last few years against the topics I had raised. After consideration they all spoke to what they had found. One group said that they had realised why their initiative to increase Innovation had failed despite two years of effort. They realised that they had done it by holding in to every approach that they held dear (the theme of my talk) and as a result had tried to run innovation through an innovation process with stepping stones for innovation, innovation checks and stops and a whole load of process and paperwork. They were a very project paperwork and systems business and they tried to apply that to innovation. So the values said one thing and the delivery kept on doing what they had been doing.

So to make the change be the change