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In The Media


How to engage with unions

Interview with union organiser Geoff Wallace AMWU

Tanya Perry-Iranzadi founder of Company Restructure interviews Geoff Wallace, union organiser with the AMWU. This engaging interview explores how the unions prefer to engage with employers when restructuring and introducing work place change.

Geoff provides insight into the challenges faced by businesses, employees and the unions in restructuring and looks back at how the role of the union has changed over the years and his personal journey as a union organiser.

How to consult with unions

Interview with assistant secretary Steve Murphy AMWU

Steve Murphy shares his views as an assistant secretary with the AMWU on how to consult with union representatives when restructuring. He challenges companies to update their practices in consultation and restructuring and shares case studies on Toyota, Fairfax and Ford and how companies can avoid ending up in escalated disputes with unions when restructuring.

Steve also shares his advice on the support unions can provide companies to lobby government when facing industry wide business transformation.

Career Transition Services

Interview with Dale Simpson CEO Bravo Consulting Pty Ltd

Dale Simpson of Bravo Consulting is interviewed by Tanya Perry-Iranzadi of Company Restructure on the advantages companies benefit from when they provide career transition services for employees who are being impacted by redundancy. Dale provides his candid views on the merits of career transition and the support employees receive during one of the most challenging times of their life. He provides an inspirational message to both executive decision makers and individuals who are going through redundancy.

Company Restructure Sponsor of Australian HR Awards 2014

Australian HR Champion CEO of the Year

Tanya Perry-Iranzadi Director of Company Restructure presented the prestigious award to Jack Percy CEO Accenture Australia.

Australia's leading HR professionals gathered for the black tie event to celebrate the best and brightest in the industry. Twenty awards were presented and winners applauded for their innovation in HR.

Attached is an article on the award winners and an in-depth interview with Jack Percy on How HR can add value in a complex business world.


The Inconvenient Truth About Change Management

Why it isn’t working and what to do about it
by Scott Keller and Carolyn Aiken

In 1995, John Kotter published research that revealed only 30 percent of change programs are successful. Fast forward to 2008. A recent McKinsey & Company survey of business executives indicates that the percent of change programs that are a success today is... still 30%. The field of ‘change management’, it would seem, hasn’t changed a thing. Digging deeper into why change programs fail reveals that the vast majority stumble on precisely the thing they are trying to transform: employee attitudes and management behavior. Conventional change management prescribes addressing these behavioral and attitudinal changes by putting in place four basic conditions: a) a compelling story, b) role modeling, c) reinforcement systems, and d) the skills required for change. These prescriptions are well grounded in psychological research and make good common sense – which, we believe, is precisely where things fall apart. The inconvenient truth of human nature is that people are irrational in a number of predictable ways. The prescription is right, but rational managers who attempt to put the four conditions in place by applying their “common sense” intuition typically misdirect time and energy, create messages that miss the mark, and experience frustrating unintended consequences. In the same way that the field of economics has been transformed by an understanding of uniquely human social, cognitive and emotional biases, so too the practice of change management is in need of a transformation through an improved understanding of the irrational (and often unconscious) nature of how humans interpret their environment and choose to act.

Conventional change management approaches have done little to change the fact that most change programs fail. The odds can be greatly improved by a number of counterintuitive insights that take into account the irrational but predictable nature of how employees interpret their environment and choose to act.


Cracking the Code of Change

by Michael Beer and Nitin Nohria

The new economy has ushered in great business opportunities—and great turmoil. Not since the Industrial Revolution have the stakes of dealing with change been so high. Most traditional organizations have accepted, in theory at least, that they must either change or die. And even Internet companies such as eBay, Amazon.com, and America Online recognize that they need to manage the changes associated with rapid entrepreneurial growth. Despite some individual successes, however, change remains difficult to pull off, and few companies manage the process as well as they would like. Most of their initiatives—installing new technology, downsizing, restructuring, or trying to change corporate culture—have had low success rates. The brutal fact is that about 70% of all change initiatives fail.

In our experience, the reason for most of those failures is that in their rush to change their organizations, managers end up immersing themselves in an alphabet soup of initiatives. They lose focus and become mesmerized by all the advice available in print and on-line about why companies should change, what they should try to accomplish, and how they should do it. This proliferation of recommendations often leads to muddle when change is attempted. The result is that most change efforts exert a heavy toll, both human and economic. To improve the odds of success, and to reduce the human carnage, it is imperative that executives understand the nature and process of corporate change much better. But even that is not enough. Leaders need to crack the code of change. [ read more ]