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 7 Big Lies Of Managing Change

During my long career in change, I have worked in almost 20 organisations and come to know hundreds of business leaders and project staff. Here are the seven biggest lies that I have heard most often. They are heard over and over.

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Vulnerability - The Next Frontier to be Tackled?

As we come out of PRIDE week, it is clear just how far we have come in terms of inclusion/diversity during my working career. That said I also reflect on how far certain workplaces still have to go.

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Pegged From The Start?

I have blogged a number of times about psychometric testing and more recently the Judgement Index (JI) (from the world of Axiology or values), but I had forgotten how far back my experience started.

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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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