Ian J Sutherland Business Change Guru

Ian J Sutherland is a highly skilled director with expertise in governance, partnerships and regulation and almost four decades of experience serving as a powerful catalyst for change for organisations of all sizes and sectors. He thrives on identifying areas for innovation and improvement, forming effective strategies to drive efficiency and create bottom-line results. He has a proven capacity to serve as a bridge between organisations and functions, creating unity and operational coherence. A personable and creative leader, with a unique insight and the ability to see the big picture and provide constructive challenge, he writes on many matters including the delivery of change in today's world and is an opportunistic photographer who seeks to capture images that interest him. He enjoys good beer, good company and good music - not necessarily in that order.

 

The Dark Arts of Managing Change

In an earlier article, I explored why and when domain expertise matters. In that piece I referenced the three differentiators of Alpha change professionals; one of those was an ability “to get things done”. A friend, Simon Bennett, refers to this as “navigating the organisation”, but I think it is wider than that. Few changes are totally confined to a single organisation in terms of needing to contribute to the change or being impacted (positively or negatively) by the change. For that reason, I still prefer the more open “getting things done”.

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How Do You Measure Achievement ?

I was at my old college for lunch on Saturday and met up with a few alumni, some older, some younger than me. At lunch the principal read out a letter from an old student, and it reminded me of two letters I received, as an undergraduate, from my tutor.

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Wise Words

I was thinking the other day about the annual processes of (360?) review and performance review, something I was part of for 30 years, but aside from talking to myself, I have largely avoided for the last 8 or so. I found that three pieces of advice/feedback had stuck with me, and I thought I would share them.

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Inclusion Over Diversity

I won’t claim this is my call, but it is clearly worth spreading as far as possible. In fact, I first heard it spoken publicly by Sir Kenneth Olisa OBE, The Lord-Lieutenant of Greater London, and I suspect even he was repeating it.

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Waiting for the Bubbles to Burst

I am generally an optimistic person with a positive outlook. Yes, I spot the problems with ideas, but generally, that is in order to find better solutions. What is different now is a background hum in my mind alluding to the bursting of one or more bubbles.

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