The Role of Reorgs in Organizational Change

As a leader, when should you pursue a reorg as part of a business transformation?

Track Organizational Change with a Change Charter

This "cheat sheet" aligns leaders on the changes they want to see in their teams and serve as a communication tool for the organization at large

Why Traditional Organizational Change Models Fail

The six assumptions popular change models make that actually delay change

Why Change is Loss – And How Can You Prepare Employees for Organizational Change

Even when change is for the best, it still entails loss. Help your team navigate by identifying what types they're most likely to experience.

How Long Does Organizational Change Take?

The deadline for any organizational change can feel like "yesterday." We took a look at notable turnarounds to help you compare to the challenges you and your teams may be facing.

A Change Model for the 21st Century: How to Make Lasting Organizational Change

An in-depth look at what prevents change within organizations and why it's time for a new approach

Are You Measuring Change at the Right Organizational Layer?

Change can be tough to pinpoint. It’s constant, but its effects can appear instantaneously, take time to become evident, or even give contradictory signals. For leaders in any size enterprise, it can feel nowhere near as concrete a measurement as, say, testing the placement of a button on a website, or getting a thumbs up […]

Why These 10 Popular Change Management Models Hold Back Organizational Transformation

Each model has its own value and strengths, but they also contain assumptions that don’t reflect the true nature of organizational and cultural change.

How to Overcome Ambivalence as a Leader of Change

The early stages of transformation are fraught with conflicting signals and feelings, but within that turmoil lies an opportunity for profound self-reflection and growth

Regaining Lost Momentum in the Change Journey

Some resistance to change is normal—but if change feels too disruptive or like it's stalling out, leaders may need to reassess.

Barriers to Change: Role Limitation

Change management has traditionally been limited to leadership—but modern organizations need everyone involved to succeed

Barriers to Change: Fatalism

How much change can one person make in a huge organization? Enough to make a difference.

Barriers to Change: Lack of Authority

If teams believe they don't have the right to make decisions about how they work, they won't feel responsible for making change

Barriers to Change: Unrealistic Goals

While setting overly ambitious goals may seem fairly innocuous, it can actually demotivate teams and compromise other standards

Barriers to Change: Change Fatigue

If left unaddressed, change fatigue can lead to exhaustion and turnover within your existing workforce, as well as cynicism

Barriers to Change: Leader Entitlement

When leaders act as if change is for other people—when they think they don’t need to modify their behavior—they can put an entire change program at risk

Barriers to Change: System Justification

How to respond when people believe the status quo is functioning as it should—and if others can't hack it, it's their fault

What Leaders Must Know About Organizational Resilience

This often misunderstood concept is critical for navigating disruption and uncertainty

Why People Demand Change… and Then Don’t Participate

Use the SCARF model to diagnose why even asked-for changes are being undercut

How Leadership Must Change in Challenging Times

Don't assume "wartime leadership" is automatically required—reflect on what your organization needs, and how you're showing up

8 Lessons in Changing Organizational Culture

Some of the most important lessons we’ve learned partnering with world-renowned companies going through organizational culture change

Upskilling Managers to Lead Change

If your organization is going through rapid change, you need change co-pilots and champions at every level of the organization

How Chernobyl Explains Failure: Organizational Accidents and Resilient Cultures

An in-depth look at the factors that lead to failure, and how individuals can work together to build safer, more resilient cultures.

Why Organizational Transformation Requires Different Implementation Strategies

Organizational transformation is the process of aligning its organizational culture (how employees work together) with its strategy (the trade-offs the company is willing to make to achieve its goals).

The Principles of Change Management That Transform Organizations

Overcoming skepticism is often the biggest challenge that organizations face—but together, change is possible

Getting Culture Change Started

Across the world, organizations are reckoning with who they must become when there is some form of return from the pandemic; triggering a global need for culture change support and guidance

How the Cynefin Framework Guides Organizational Decision Making

Classifying your environment can help decide how your organization should respond—but watch out for these biases

Change Making: A New Change Model for Ambitious Organizations

To deliver meaningful change, NOBL developed its own approach to organizational change management

Together, Change Is Possible: A Rallying Cry for Transformation

While there are many barriers to change, a shared belief that change is impossible can torpedo any chance at transformation. But together, change is possible. Teams and organizations have proven it over the last year.

What Organizational Culture Means—Especially for a Remote Workforce

Understanding what culture is, is the first step towards designing one that works across locations

Why Change Has Changed

The nature of work is dramatically changing due to forces like technology and inclusion. Workplaces ignore these forces at their own, and often public, peril.

To Manage Uncertainty and Loss, Emphasize the Benefits of Change

Kahneman and Tversky's prospect theory explains why creating a story of change that details its benefits helps overcome resistance to change

Create a Communications Plan to Navigate the Different Phases of Change

We’ve created a simple worksheet, inspired by William Bridges’ “4 P’s”, to discuss change with your team

A Map for the Change Journey Ahead

A "change map" provides much needed perspective in the middle of a change process

“Build Back Better” and Organizational Resilience

If we want to build back better and foster greater organizational resilience, we must first define what “better” means, for whom the changes are meant, and how to begin.

How 8 Organizational Metaphors Impact Leadership

Metaphors seize our attention, connect us with others, and simplify complex ideas. But they also trap us into a simplified way of thinking. At work, this means that the way we simplify our organizations determines how we can lead and embrace change.

What Is Organizational Design?

It's the next frontier of design thinking—and it can completely change how your organization operates

The Four Types of People You’ll Meet When Implementing Change

Not everyone responds to change the same way. By understanding individuals' openness to change, you can focus your efforts on the right people, and more rapidly win converts to your cause.

How to Change a Habit

Organizational change can be mystifying, which is why people hire NOBL in the first place. But we’ll let you in on a little secret: organizational change is really just individual behavior change at scale. When lots of people choose to work differently, change is effortless and natural.

Empowering Middle Managers to Lead Change

Whether you report to one, manage one, or are one, the middle manager is often a thankless role within the organization. They have to deal with the “relentless and conflicting” influx of demands, serving as gatekeeper between senior and junior levels. And while they’re meant to have autonomy over their direct reports, they often get stuck enforcing decisions made by those above them.

Short and Frequent: How to Communicate Change to Employees

How do you keep people moving forward with change, week after week? And while it’s one thing to acknowledge the fact that organizations must constantly change, how do you get the people actually doing the work comfortable with constant change? We usually have a step-by-step guide for you, but today we’re giving you one simple rule: think dolphins, not whales.

Leading Change: An Executive Guide

What nobody tells you about leading change

Starting Change: An Executive Guide

The fundamentals of starting a major transformation in six months

Introducing The AI Strategic Vision Toolkit

Introducing three new tools to help leadership teams define and align on an integrated AI approach

How to Respond When Your Program is Disrupted

If you’re leading a large new initiative and it just halted due to internal changes, what do you do next?

The Ultimate Business Transformation Framework

Organizations desperately need a new framework for navigating change that recognizes they’re experiencing radically new conditions.

We Need Transgressive Leaders, And They Need Limits

There’s a lot being written about Elon Musk and Twitter right now, but I wanted to address his leadership, what’s happening with leadership in general right now, and my own thoughts on continuing to use the platform.

Why Organizations Must “Make Noise,” Not “Make Do”

Cultures that avoid conflict lead to both individual and collective detriment—change can only come when issues are out in the open.

How to Rebuild Trust in the Workplace

Trust can be repaired, but it's not easy—and there's no one process for every scenario. We examine different methods for rebuilding relationships with your team based on Nonviolent Communication, Restorative Justice, and other established practices.

So You Think You Want to Reorg

Recently, someone asked us a simple question with no simple answers: "How should you restructure a global organization?" 

How Much Should You Pay for Org Design & Development?

Org Design services may seem costly now, but without a focus on how your teams work best together, the results may ultimately be far more expensive. Moreover, now is an opportunity to hone OD as a competitive advantage in your market while your competitors are unaware of the opportunities and still question the returns.

How Best Buy’s CEO Managed a Corporate Turnaround

Best Buy's turnaround emphasizes the importance of staying positive and encouraging employees to get the momentum going: start first, obsess over strategy later.

How to Codify Your Culture Like Netflix and Zappos

Taking the time to define your organization’s core values can seem like a distraction, but it may be one of the most important decisions you make as a team.

Getting Unstuck: An Executive Guide

How to get your change back on track

Where to Begin a Business Transformation

Deciding what to change, first, can determine whether a large-scale transformation succeeds or fails

The Tension between Authentic and Adaptive Leadership

Modern leadership isn’t one type of leadership; it must be a blend of approaches

Assessing a New Career Opportunity for Its Potential

Experts share their advice on assessing an organization's readiness for change from the outside

Business Transformation Ultimate Guide

Uncertainty and continuous change mean a new approach to business transformation is required for organizations to survive in the 21st century

Initial Commitments Define What New Teammates Owe To One Another

Without a set of clear expectations, shared accountability on new teams is almost impossible and conflicts may rapidly fester into cultural schisms

A Strategic Culture Is Deliberately Different

A “good culture” isn't good enough. Organizations must align their strategy and their culture to retain their competitive advantage

How to Build a Great Remote Work or Hybrid Work Culture

Leaders are understandably concerned about the impact of remote work and hybrid work on company culture: how will new employees learn established ways of working if they’re not sitting next to each other? How can you foster loose ties between employees if they’re no longer running into each other in the office? And how can […]

How to Lead in Times of Discontinuity and Distress

As leaders, we must coach our teams through the stress and uncertainty while grappling with those same issues ourselves.

How to Build a High Performing Team

Five core elements will determine how your team is structured and how they approach the work.

Building Trust in the Workplace

To increase trust on teams, leaders must understand what influences people's willingness to trust, as well as what makes leaders trustworthy

How Learning Roundtables Make Your Organization Smarter and More Resilient

Teams need forums to spread new ideas and ways of working

Don’t Conflate Uncertainty with Risk

"Uncertainty" and "risk" are different—and require different responses to navigate

An Adaptive Approach to the Strategic Planning Process

Organizations need a 21st century replacement for the five-year plan, one that respects uncertainty as the norm and values the ability to change as a competitive advantage

How to Establish Working Relationships as a New Leader in a Remote Team

Getting to know your team requires intention, time, and flexibility—especially in a virtual workplace

The State of Work 2020: Looking Back to Look Ahead

A collection of data and reporting from credible third-parties that paints the picture of the most tumultuous year of work in recent U.S. history

Consulting As Craft

A craftsperson is someone who practices a trade or discipline with the ultimate goal of mastery. Anyone, in any discipline, can be a craftsperson if they so choose. Each and every one of us has the capacity to do good work of some kind.

To Make a Difference, Start within Your Zone of Control

Stay focused on what you can impact and actively manage the attention you spend on what you can't control

Why Building an “Architecture of Listening” Improves Employee Engagement

Listening is how employees evaluate their leaders— "Do you value my concerns? Are you open to changing how we work?"

Why Resilient Teams Are Founded on Good Connections

To better adapt after an adverse experience, invest time now in fostering trust and positive shared experiences with your team

The New Normal

To survive in a VUCA environment, we must re-conceptualize organizations and leadership

Fireside Chat: Thrown into the Unknown

To former Head of Inclusion and Diversity Jonathan McBride, crises can actually be freeing—it's no longer "business as usual"

Big Consulting Is Stunting Your Culture

Big consulting is taking a beating these days in culture. And, frankly, it’s long overdue. 

Why Culture/Market Fit Is More Important than Product/Market Fit

Product/market fit was a term coined by Marc Andreesen and defined as, “being in a good market with a product that can satisfy that market.” Culture/market fit is similar, yet even more foundational. Find yourself a healthy market, yes. Then develop a culture that can deliver product/market fit.

How to Define an Organization

It can be difficult to give order to the mess that is an organization. After all, business is the commercialization of human interaction and well, people are messes of complexity. Our tool, the Org Charter, helps make sense of all that complexity.

Group Decision Making Model: How to Make Better Decisions as a Team

There are lots of group decision-making models. Explore each and find one that works well for your group's needs and circumstance.

The Dreaded “C” Word

"Culture" has been seen as too soft, too fuzzy, too threatening of a word to use outright. It's time to embrace it.

Social Debt: Why Culture Doesn’t Come Later

Business, any business, is just the commercialization of human relationships. Yes, you’re building a product, but you’re actually foremost building a group of people that can work together to produce a product.

Effective Leaders Learn and Teach at the Same Time

Effective leaders must steer into the uncomfortable feelings of teaching people things they themselves are just learning. Many of us hesitate to learn skills as we climb the ladder because we might be seen as ignorant or unexperienced, but the worst leader is a leader who thinks they are done learning.

Your Boss, The Algorithm

Your boss will likely be replaced, to some extent, by an algorithm. Might that be better?

Confronting a Culture of “NO”

When we work with large enterprises, we sometimes confront cultures of “No.” Not the strategic “no”, not even the occasional “no”, but a reflexive “no.” An automatic and unconscious rejection of new ideas and new approaches. 

What to Do When Facing Employee Burnout

Employee burnout can lead to underperformance. If you spot signs of burnout in your employees, try identifying new ways to re-energize and motivate the employee—especially if that employee is you!

The Limits of Measuring Engagement

Engagement scores haven't budged in 20 years—maybe it's time to look at other metrics

Pause Before You Draw that New Org Chart

Every leader faces a moment where the way you organize your teams feels either like your biggest barrier or biggest opportunity. Before you rush into drawing new boxes, reflect on how the way you divide people and resources impacts your strategy.

The Evolutionary Edge

Today’s most successful firms have discovered a new way of working that enables them to thrive in dynamic and even volatile conditions. The ability to change is their competitive advantage. We call this The Evolutionary Edge.

NOBL and Internal Services

We work with your own internal specialists to accelerate transformation

NOBL vs. Big Consulting

Other consultants leave you with a deck of "best practices"—we do the hard work of making real change

NOBL vs. Prosci

Prosci's model has power, but its simplicity limits its effectiveness

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