Flying Blind: The Book
"Flying Blind" reveals 10 critical blindspots every executive or project or change manager needs to know about in order to deliver a positive ROI on their change programmes.
Praise for the Author
“Going into the meeting I had a preconceived idea of what I would get from the meeting – and I have to say that I was entirely wrong. In talking with Stephen (I talked, he listened and asked questions) it opened my eyes to areas of my business where I hadn’t previously focused.<br><br>Stephen didn’t profess to know anything about my business and he didn’t try to force his own ideas – but he did get me thinking, and thinking is something I can highly recommend to every business owner!”<br><br>- Camilla Welch, Managing Director, Label and Litho Limited
“Firstly, Stephen was able to cut across the various boundaries that exist between divisions and companies – looking at the issues instead of the personnel. This enabled us to focus on what the company really wants to do. The centrality of the customer became very real.<br><br>Secondly, Stephen was very effective in communicating the definitive, detailed reasons behind the changes suggested. He repeatedly reminded us that there were valid, functional reasons for the changes; that in order for TFL to survive and position itself for future stability, changes were essential and the need for implementation was urgent.<br><br>Finally, Stephen helped staff discover their sense of ownership of both the problems inherent in the organisational structure and their ability to initiate change. They realised that change ultimately enhances both customer service and corporate health.”<br><br>- Taito Tabeleka, Chief Executive Officer, Telecom Fiji Limited, Fiji Islands