Join us to learn how to spot the hidden signals you’re likely already missing, and walk away with practical checks to catch these blind spots before they derail your next change initiative.
Learn vital new skills using our Change capability framework, development pathways and member resources.
Gain respect and recognition throughout your career, with our three-level Accreditation Program.
Change is everywhere and an everyday part of life. At the Change Management Institute, we are a vehicle of change; we are the voice of change management and we are your voice in our profession. We help you excel and stay at the top of your game, constantly learning and adapting as the profession itself evolves.
Learn from the best on how to kickstart your career as a change management professional
For the experienced change management professional looking to hone their skills even further
For the highly-experienced change manager wanting to perfect their skills at the top of their game
Every change project leaves an environmental and social footprint. Most of us have never stopped to ask what our work – and the organisations we shape – leaves behind for people and planet.
Whether you’re working on an AI or ERP implementation, a customer experience project, or a whole-of-business transformation, you’ll walk away with shared experiences and new knowledge about your sustainability impact today and tomorrow.
Amid the noise of tech rollouts, here’s the question we want to sit with for an hour: when you look back on your career, do you want to be known for how well you helped roll out yet another piece of tech, or for the environmental and social difference your change work made along the way?
Collectively we’ll share real stories with peers – the moments sustainability clicked in a project, and the moments it stalled – as well as practical tips. Come ready to share, not just listen.
Ever found yourself in a meeting that goes round in circles, watched a project continue despite widespread doubts, or wondered why organisations persist with practices that seem disconnected from reality?
Organisations often present themselves as rational systems, driven by logic, evidence, and clear decision-making. Yet the lived experience of organisational life is frequently far messier. Contradictions, workarounds, competing priorities, and seemingly irrational behaviours are often the norm rather than the exception.
In this thought-provoking session, we’ll explore the concept of organisational absurdity and what it can teach us about how organisations really function. Drawing on research, practice, and real-world examples, we’ll examine why organisations drift from reality while continuing to operate, how paradox and incoherence emerge, and what this means for leaders and change practitioners.
Hosted by the UK Midlands Chapter, this event will challenge conventional assumptions about organisations and change, exploring how making sense of organisational absurdity can help us navigate complexity, foster adaptability, and lead change more effectively.
Because perhaps organisational absurdity isn’t the exception. Perhaps it’s the reality we’re all trying to make sense of.
The assumption is that the change manager designs the layer they see goal, process, structure, communication and usually does it correctly. Yet, they sometimes fail because a second layer, often unaware of its existence, operates in parallel.
First, no one questions the adopted assumptions because no one knows they are assumptions, not facts. Then, no one raises objections to the plan, which is interpreted as support. Finally, no one starts working in a new way, which is interpreted as resistance. Each time, a lack of response is interpreted as a response.
This session will show six such moments, arranged along the axis of a single implementation: from unverified assumptions before launch, through apparent agreement and the cost of the first step, to a lack of bad news reaching the top.
For each of them, three things will be pointed out:
Join us to learn how to spot the hidden signals you’re likely already missing, and walk away with practical checks to catch these blind spots before they derail your next change initiative.
Welcome to the summary of our Futures of Change research initiative. This report provides a snapshot of what was explored and a summary of our high-level findings. This initiative was the first of its kind for the Change Management Institute. It invites us all to expand the lens through which we currently view change, and to open our minds to the alternatives and possibilities presented by the research.
The report invites you into a different kind of conversation. It’s not a forecast, a best-practice guide, or a roadmap for certainty. It’s a space for curiosity. A provocation. A shared inquiry into what change could become, and what change professionals, adjacent roles and next generation leaders might need to navigate what’s next.
Our new transformational Change Portfolio Management (CPM) training course will equip you with the essential skills and knowledge to apply CPM principles and techniques to drive successful change execution.
The course will introduce you to foundational concepts of CPM through discussions, interviews with experts, self-reflection, and group activities. The training is delivered over 4 consecutive half-days.
Great news: you can bundle purchasing the CPM Foundation Training Course and the CPM Advanced Training Course – just click on the register buttons to proceed.
Helped me to understand how to drive some of the harder conversations with decision making audiences, as well as giving that helicopter view needed to support those conversations vs getting too stuck in the detail of individual initiatives.
Very relevant content and I think it’s highly applicable too. I’m glad I’m investing myself to do this course now 🙂
Have already set up a meeting for my project director about how we manage change across a branch. Plus have shared the risks – they are gold! I will be adding to my LinkedIn and CV tonight!
Pre-requisites
This course assumes prior knowledge regarding change management concepts and change/project delivery language. Participants must:
I feel like I have the tools, theory and practical examples to take our CPM approach from infancy to adulthood (or at least teenager!) and be able to demonstrate the benefits of doing so to leadership and program delivery colleagues.
I particularly enjoyed the section on storytelling and creating that change narrative for the portfolio to inspire and refocus people.
The small group setting for this course was very helpful in enriching the discussion and building connections.
