Never, ever hire consultants (before you see this presentation)
summary
Case studies show how common change practice breaks: organizations start at knowledge not desire, mis-scope workshops, and skip stakeholder mapping; one training has 14 of 16 trainees not planning to take the exam, a product team of 15 produces zero innovation because a VP micromanages day-to-day, and three consultants reach the same diagnosis; tools tried include retrospectives, personality tests, creative workshops and diagnostics, and a successful engagement starts with desire, transparency, screened presentations, and clear scope for 15 improvement initiatives.
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chapters (16)
- 0:00Introduction
- 1:11Why consultant failure stories
- 2:15Change management needs desire
- 4:01Training without desire wastes time
- 5:26Conflicts ruin workshops
- 7:54Motivation cannot be hired
- 9:43Consultants cannot solve problems
- 10:26Agile as CEO substitute
- 13:04Lead by example, not delegate
- 14:28Curse of knowledge in announcements
- 16:36Buzzwords confuse teams
- 18:08Micromanagement kills innovation
- 21:19Three consultants failed micromanagement
- 23:06Avoid doomed consulting projects
- 24:36Successful transformation example
- 26:44Q&A
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