Arthur Schopenhauer as early as at the beginning of the 19th century. And as the pace and magnitude of change have increased exponentially through the succeeding two centuries, those words are more relevant than ever.
Paradoxically, the well-established recognition of change as a fundamental part of our lives has not made it easier for us to handle it, that being as individuals, groups, organisations, nations – or mankind. We have come to the conclusion that this is due to the fact that there simply are no easy answers to the many questions and the apparently endless number of paradoxes that are the constant companions of change. Thus, it is no coincidence that 2/3 of all change initiatives do not realise the stipulated goals.
This gap between good intentions and actual results and – last but not least – the immense underlying potential of unfulfilled dreams are Implement’s basis of existence. Therefore, we are highly engaged in the nature of change. Conceptually, but above all, of course, in the organisational and strategic context, which is the core in the many strategic transformations of which we have been part during the last 20 years in our work as management consultants.
Attempting, more or less consciously, to provide answers to some of these questions and paradoxes, we have authored a series of articles over the years with change as the common denominator. Change is not an exact science, and we do not necessarily expect you to agree with our views. If you do agree, it is fine. If not, it is just as fine – or even better. For it is our experience that “an appropriate distur-bance” opens up for new perspectives and opportunities. Even if, at first glance, it may seem annoying.
Change rarely takes place linearly
Consequently, the articles are not structured in any particular order besides alpha-betically according to selected topics to which we recommend you to pay special attention when working with strategic and organisational transformation. You will discover that none of the topics start with a letter after L in the alphabet, which has puzzled us. We have no other explanation than it must be an expression of the fact that there are lots of other questions to be asked. You can read the book from beginning to end if you feel up to it, or the articles may be read separately should a topic be especially relevant to you and your organisation right now.
We hope that some of the many questions and paradoxes raised in the articles will inspire or provoke you – enjoy!
