Over the course of this series, we've explored a rich tapestry of change management strategies, delving into the insights of renowned thought leaders and time-tested models.

When analysing organisational change strategies, one model stands out for its profound insight into the human side of transformation: William Bridges' Transition Model.

Change is inevitable, especially in today's fast-evolving business landscape. One of the most enduring models for managing this process is Kurt Lewin's Change Model, which breaks organisational transformation into three key stages: Unfreeze, Change, and Refreeze.

Change is inevitable, especially in today's fast-evolving business landscape. One of the most enduring models for managing this process is Kurt Lewin's Change Model, which breaks organisational transformation into three key stages: Unfreeze, Change, and Refreeze.

Change is inevitable, especially in today's fast-evolving business landscape. One of the most enduring models for managing this process is Kurt Lewin's Change Model, which breaks organisational transformation into three key stages: Unfreeze, Change, and Refreeze.

In the world of organisational analysis and change, few tools wield as much influence as McKinsey & Company's renowned 7-S Framework.

John Kotter's 8-Step Process offers a comprehensive guide to leading successful change, helping organisations transform challenges into opportunities.

Welcome to the ‘Strategies for Sustainable Change Management’ series, where we delve into the art and science of navigating organisational transformations. Change is inevitable, and effective change management strategies are crucial for businesses to adapt and thrive in today's dynamic environment.

In today's fast-paced business environment, the ability to adapt and thrive amidst constant change is crucial. Organisations that can effectively manage and harness change often emerge as industry leaders. 

The pandemic has affected the job market a lot and led to the Great Resignation. But it also pushed us to embrace change, not just in how we work but also in how we use technology.

The world is currently at the precipice of an exciting shift: the transition into the Fourth Industrial Revolution (4IR).

South Africa is in the process of transitioning into the Fourth Industrial Revolution (4IR), characterised by the integration of digital, physical, and biological systems.

As a change manager, how do you discern that it is time to implement change management? What are the telltale signs that it is time for change?

A change agent, also known as an advocate of change, is someone who acts as a catalyst for the change management process.

At Harmonising Change, we believe that in the world of change management, humanising change is the catalyst. Companies interested in implementing a humanised change experience should foster a culture of trust and allow employees to be their authentic selves.