Creating change from below: early lessons for agents of change

With existing approaches to change management failing to deliver results, different ideas are needed. New organisational forms require a greater focus on change that emerges from real business opportunities. The ooportunities can be the basis of pockets of good practice which act as influential role models for change. This paper investigates four case studies of change initiated in this way and identifies five key themes from this research: vision; the self insight and ambition required to take personal risk; positioning of causes; subversion; and political astuteness. The paper concludes with an assessment of why this approach to change is likely to be considered both relevant and practical for managers.