NIGEL GREEN
Nigel is a Change Designer, Enterprise Architect, Author & Coach. He specialises in navigating complex change journeys. Over his career, he has developed change strategies, and business-technology architectures, for both established and start-up organisations around the world. He's recognised worldwide as a thought-leader and author. In 2007, I co-authored “Lost In Translation: A handbook for Information Systems in the 21st Century”. This book discusses the trend towards distributed data processing and other concepts that underpin today’s digitally enabled world.
Today, he advises companies worldwide on how to plan and execute large-scale, digitally-enabled, change programmes. He's most known for the VPEC-T thinking framework which is part of the foundation of Adaptive Change Design.
He lives with his wife Denise, in the beautiful Malvern Hills, Worcestershire, England. They have a special affinity with Asia having lived in Hong Kong for 10 years.
#utilities #supplychain #logistics #transport #government #entertainment #consulting #asia #europe
PADRAIG HYLAND
CEO The Core Story & Partner Adaptive Change Design
Padraig currently works for international business organisations as an executive coach on Keynote Speaking, Event Facilitation, Strategy and Leadership Communication. He has developed a unique Story Process to enable leaders to engage and excite stakeholders around their strategy or business. Clients include Heineken, Smurfit Kappa, Paddy Power, Xerox, OMV/Petrom, DHL and Oracle.
See Padraig's TEDx Talk.
As Padraig says: Design engagement into it.
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VPEC-T, and its more recent derivative, VIPER are among the most useful tools in the Adaptive Chance Design toolkit. They stem from a mindset that takes a holistic view of environment as a system of interconnected behaviours.
“VPEC-T is based on a profoundly radical philosophy of plurality. Instead of a single centralized value system (as found in top-down command-and-control organizations), we expect to find a range of different (overlapping, conflicting) value systems. Instead of a single coherent set of policies, we expect to find complex interaction between different kinds of policies (commercial, security, safety, corporate responsibility, and so on). Instead of a simple set of routine events, the post-modern organization is faced with a dynamic set of emerging events. Instead of a rigid set of database records, systems content is rich and evolving. And finally, the whole human activity system is underpinned by a complex set of trust relationships between people and organizations."
Richard Veryard.