Background- the journey to date

• Initiated by Jean Irvine as an ex-FT Client four years ago• Set up to meet the need of experienced business leaders driving

major IT-enabled change programmes• Developed to members’ priorities, now migrating towards a

Learning Network• Good feedback on the 25 events held to date

– peer to peer shared experience/case studies most popular– opportunity to discuss /networking

• Some key issues emerging strongly– shared rather than solved...

• FT Change Leadership Framework very well received

Style

– Exploration and mutual learning– Members as individuals not organisations- no

substitutes– Member-driven agenda – Building mutual support– Giving back – bringing the best of experience and

practice into the public domain– Open, honest and confidential environment – Capability to focus in small groups

Background (2)• Bi-monthly/quarterly meetings • 130+ members registered:

– 25% active (normal for Networks)– Dominance of public sector/utilities

• Diverse roles:– MDs– Finance Directors– CIOs– Programme Sponsors– HR Directors

• Six monthly Board dining club “Board Room Conversations Around Change”

Sample Topics

• The role of the CEO and the Board in oversight of major change

• Managing transformational change in crisis situations• Programme sponsorship roles and behaviour• Delivery through outsourcing/partnerships • Delivering change across organisations • Managing IT infrastructure/the information asset base • Creating a Vision and engaging the front-line

Avenues for Network development

• Moving from problem sharing to solution development • Extending networking/information share• Extending “best practice” development

– health checks/diagnostics– commissioning research on critical areas

• case studies• identifying successful responses and approaches

• Joint initiative with the Chartered Management Institute and the British Computer Society on change capability/skills development

• Engaging with the Research community

Engagement of a Business Network with Academic Research- some observations

• Relevance/ time frames- advice now v. research results 12 months hence (or anticipated 12 months ago)

• Acceptable evidence base- research “rigour” v. decades of pragmatic experience

• World view/language differences • Cultural differences – action v. reflection • Developing a “mutual model” between business and academic

researchers:– Seeing organisational and personal change experience as a

journey– Businesses not just “zoo animals” but equal participants

A potentially rich seam to mine but few well understood models?