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Creating Tomorrow logo
“The best way to predict your future is to create it”Abraham Lincoln 

If you need an integrated approach to leading and managing change that delivers results but don’t know where to start….

Creating Tomorrow’s suite of products based around our robust and proven change process has everything you need. We can help you:
  • Turn policy into action and ‘modernise’ your whole workforce
  • Manage change at a system, organisation and individual level
  • Provide evidence of the impact of your changes
  • Work with partners and others to navigate through change
  • Deliver value for money
Change2 diagram


Distributed leadership development – growth through change

Everyone involved in change wherever they are in the organisational hierarchy will have people above them who will delegate authority to them and people below who will sanction their position and they will all face the challenge of taking up their own authority.
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Beyond independence

Interdependence is less about control and more about working within complex and diverse systems. The reductionist view of leadership that simply looks at competencies and individual traits and ignores systemic thinking and relationships results in structures where individuals play their part without taking responsibility for the whole.
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Network schools – A research paper

For decades educational leadership was understood in terms of institutional leadership: the responsibility for the success and effectiveness of a specific school or college. In many places the nature and purpose of educational leadership is changing as centralised support is reduced and schools become more autonomous. This has led to models of interdependence and collaboration – the network school.
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Leading change and changing leadership in the public sector (UK) – Dame Pat Collarbone Jan 2011

The biggest challenge in tough times is building trust. To release creativity people need to believe they are working on something fundamentally worthwhile and that they are being treated as adults.
Read more 		think public sector
Measuring the impact of change in the public sector – Simon Edkins 2010

For over 30 years a key driver in the public sector has been the need to become more accountable and responsive to ‘clients’ and the past decade has seen the public sector having to deal with an increasingly complex measurement environment.
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Free workshopTells us about the critical challenges you are facing and together we will identify where we can add value.

What does it involve?
  • 90 minutes of your time (and up to 8 of your senior leadership team)
  • A focused examination of your most crucial challenge
  • A brief explanation of our approach to change

What will you achieve?
  • Consensus about what you want to achieve
  • Clarity about outcomes and how you will measure success
  • A good understanding of the options for leading the change available to you

What will you have at the end?
  • Three actions you can do right away whether you work with us or not
  • A leadership team with a real appetite for change
  • A fully scoped and costed proposal from us (within one week of our meeting you)

Contact us to arrange your free no obligation workshop and we will get back to you in 24 hrs. (This offer is available in the UK only at present)
From our experience if you are leading change you will face some or all of these serious tensions:
  • encouraging innovation but limiting mistakes
  • thinking long term but delivering results now
  • cutting costs whilst maintaining morale
  • what are our options and priorities?
  • delivering value for money and improving quality

This is tough enough, but from time to time the scale or pace of the change required can be of a different order. This is when we can help.

In our work with thousands of leaders and managers facing change we have captured some fundamental learning about what questions need to be addressed:
  • why do we need to change?
  • who do we need to involve?
  • where do we want to be?
  • what are options and priorities?
  • wow do we make it happen?
  • when will we realise the benefits?

This process aligns our approach and informs all of our products and our change process. Our change process aligns policy, people and practice and contains the anxiety generated by change.
In addition to evolving through practical application, our change process has also developed through integrating insights, understandings and benefits gained from a wide range of academic research.

The theoretical underpinning for our change model includes work on:
  • experiential learning (David Kolb)
  • double loop and organisational learning (Chris Argyris)
  • systems thinking (Peter Senge)
  • emotional intelligence (Daniel Goleman)
  • why leadership and change agendas often fail (John Kotter)
  • leadership in a culture of change (Michael Fullan)

In addition, it also draws on:
  • teamworking (Peter Scholtes)
  • the rational, political and emotional aspects of change (Daryl Conner)
  • stakeholder management and organisational transition (Richard Beckhard)
  • the emotional change curve around bereavement (Elizabeth Kubler-Ross)
  • cultural change (Ed Schein)
  • productive workplaces (Marvin Weisbord)
Author Title Year Publisher Location
Argyris, C On Organizational Learning (2nd Edition) 1999 Blackwell Publishers Ltd Oxford
Beckhard, R
Harris, R.T		 Organizational Transitions: Managing Complex Change (2nd Edition) 1987 Addison Wesley Publishing Company Indiana
Blandford, S Remodelling Schools Manual: Workforce Reform 2005 Pearson Education Harlow
Bubb, S
Earley, P		 Managing Teacher Workload: Work-Life Balance and Wellbeing 2004 Paul Chapman Educational Publishing London
Collarbone, P Creating Tomorrow: Planning, developing and sustaining change in education and other public services 2008    
Conner, D.R Managing At the Speed of Change: How resilient managers succeed and prosper while others fail 1993 Random House New York
Fullan, M Leading in a culture of change 2001 Jossey Bass San Francisco
Goleman, D Emotional Intelligence & Working with Emotional Intelligence (Omnibus Edition) 2004 Bloomsbury Publishing PLC London
Goleman, D Social Intelligence: the new science of social relationships 2007 Arrow Books Ltd London
Kolb, D.A Experiential Learning: Experience as the Source of Learning and Development 1984 Financial Times / Prentice Hall London
Kotter, J. P Leading Change 1996 Harvard Business School Press Boston
Kubler-Ross, E On Death and Dying 1997 Scribner Classics Columbia
Schein, E.H Organisational culture and leadership (3rd Edition) 2004 Jossey Bass San Francisco
Scholtes, P.R The Leader's Handbook: Making Things Happen, Getting Things Done 1998 McGraw-Hill New York
Senge, P The Fifth Discipline: The Art & Practice of The Learning Organization (2nd Edition) 2006 Random House Business Books London
Weisbord, M
Janoff, S		 Future Search: Action Guide for Finding Common Ground in Organizations and Communities 1995 Berrett-Koehler San Francisco

You can expect when you work with us - enthusiasm, energy and experience to make sure that change happens.

You will experience new ways of working so that you can solve the most intractable strategic issues that you are facing. You will get the change you are looking for but equally important will be the subtle change in the engagement of the whole workforce with the aims of your organisation. We know that this is the bedrock of lasting change. Your people will be ready to step up to challenges whenever they appear and whatever form they take.

We promise to:
  • Inject pace and provide the support and challenge necessary to bring about a step change in performance.
  • Work as true partners so that the process of change becomes part of the ongoing organisational capability and delivers practical, measurable and sustainable results.
  • Take care to really understand your issues and tailor a solution to your needs.