BY BRETT CREEDON “So, what’s Rail’s single greatest achievement?” A conversation starter cast over a beer at the Grand Central pub, after a tough day on an SAP implementation, gets a bite. A railway veteran who’d started as a “nipper” some 45 years earlier,
Brett Creedon explains the essence of how we approach change. The language of our universe is mathematics. Formulas describe the ordinary and the extraordinary – the arc of a ball in flight, the formation of a soap bubble or the unseen forces shaping our reality.
In Part 1 of a series, Brett Creedon argues the imperative to rapidly transform is outstripping change management’s ability to deliver. “It’s the vibe… No, that’s it, it’s the vibe… I rest my case”. With that one-liner, fictional suburban lawyer Dennis Denuto sums up
DOWNLOAD PDF VERSION HERE The world is changing at an unprecedented velocity. This requires organisations to be able to thrive in a state of constant, rapid change. This perpetual change can be daunting for leaders and employees alike. It prompts questions like “Is my team
BY WARREN BURNETT DOWNLOAD PDF OF THIS DOCUMENT Paper-based planning of train routes and schedules are as old as rail networks . While the rest of the rail industry has long transitioned from steam engines to bullet trains, train scheduling remained a complex, paper-based operation of
BY CORRIE SCHEEPERS More than ever the organisation becomes a learning organisation. True learning results in transformation, not the addition of more information. It does not mean acquiring new skills or new technical solutions, but rather creating new understandings, paradigms, adaptive strategies and behaviours.
EXPERT OPINION BY DHUGAL FORD It feels like there has been an exponential increase in the number of transformation programs in recent years. This is being met with a rigorous debate over which approach to project planning and implementation is best, to account for the
The Terrace Initiative is a Transformation Implementation Partner for