Simon Terry is an Australian consultant specialising in change management, particularly in the retail sector. This article is focussed on how you can use a community to make change happen, why it fails and how you can stop this happening.

Simon’s main argument is that communities of change often fail because there is a symbiotic relationship between the host organisation and the community members. The organisation has a need it wants to fulfil and expects the community to respond appropriately. But the community has their own requirements, and the community will fail unless these are met too.

Simon also argues that whilst senior executives should be invited into the discussion, the community should find its own leaders rather than expect senior executives will be the natural leaders.

It’s all food for thought as you plan your own communities and definitely worth taking the time to read.