Change Signal

Here are three questions that sit underneath this Change Signal conversation with Jeremy Bentham: 


What future are you not exploring? 


Where is your strategy getting lazy? 


Are you helping people learn — or making them resist?

If you lead change in a large organization, you already know the future refuses to behave. Jeremy Bentham —who led Shell’s scenario planning team for sixteen years and helped shape how one of the world’s most sophisticated organizations thinks about uncertainty — joins me to explore how to work with that reality rather than fight it. His core idea is simple but demanding: the future is shaped by competing forces, and multiple outcomes are always plausible. If you’re only planning for one version, you’re not being strategic — you’re being optimistic.

We talk about how scenario thinking isn’t about producing reports, but about building a mindset that helps you make better decisions under uncertainty. Jeremy walks through how to identify what’s steady, what’s uncertain, and what actually matters — so your strategy can hold up across different possible futures.

And then we get into influence. Because even the smartest thinking fails if it doesn’t land. Jeremy shares why senior leaders resist being taught — and how change really happens when people discover insights for themselves.

Change Signal. Where transformational change leaders seek and find modern change wisdom. Cut through the blather, the BS, and the noise to find the good stuff that works.

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Here are three questions sparked by this Change Signal conversation with Jacqueline Kappers: 


What loss are you ignoring in your latest transformation? 


Where might you be grief-shaming your people?


 What would change look like if you treated it as individual, not linear?

If you lead change projects inside a large organization, you already know that most transformation efforts struggle not because the strategy is wrong, but because the human response is misunderstood.

In this episode, Jacqueline Kappers challenges the reflex use of the Kübler-Ross grief curve in change management. It was never designed for organizational transformation, and when we force people through tidy stages, we risk doing change to them rather than with them.

Her central idea is simple and uncomfortable: every change begins with loss. Promotion, restructuring, system rollout — it doesn’t matter — something ends before something new begins.

She also introduces the idea of a “grief fingerprint” and a “change fingerprint.” People don’t move through change in neat phases; they oscillate between past and future, certainty and ambiguity.

For senior leaders in change leadership, transformation, and organizational development, this conversation offers a more human, practical way to build change capacity and unlock performance — without pretending that loss isn’t part of the deal.

Change Signal. Cut through the blather, the BS, and the noise to find the good stuff that works in change. If you’re a transformational leader seeking modern change mastery, you’re in exactly the right place.

***

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🎧 A new episode every week (and sometimes two!)

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As I reflect on this conversation with Andrew Kilshaw, three questions stand out:


Who are you really trying to move? 


What recipe are you missing?


Is AI saving you — or just augmenting you?

Andrew Kilshaw has led transformation inside organizations like Nike, Sanofi, BlackRock, and Shell, and now works at the intersection of change and AI. He brings both experience and perspective —  someone who’s seen what actually works when theory meets reality.

If you lead change in a large organization, you already know this: not everyone is coming with you. Andrew Kilshaw offers a practical way to work with that reality, breaking the organization into thirds and making the case that your job isn’t to win everyone over, but to build a coalition that creates momentum.

We also push on a deeper assumption about transformation. Most organizations don’t lack capability — they lack coherence. The ingredients are already there: leadership, data, people, and intent. The challenge is connecting them into something that actually works.

And then there’s AI. Not as a silver bullet, but as a layer that amplifies what’s already happening — better decisions, better insight, better coordination. Used well, it creates capacity and clarity. Used poorly, it just adds more noise.

This is a conversation about focus, judgment, and where to put your energy when everything is already in motion.

Change Signal. Where transformational change leaders seek and find modern change wisdom. Cut through the blather, the BS, and the noise to find the good stuff that works.

***

WHEN YOU’RE READY

🎧 A new episode every week (and sometimes two!)

The Change Signal newsletter. Short, practical, weekly

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Here are three provocative questions that arise from this Change Signal conversation with Jessica Neal: 


Are you modeling the change you’re asking for? 


What nostalgia is quietly slowing your organization down? 


And are you chasing consensus when you should be making decisions?

If you lead change in a large organization, you already know the challenge isn’t just strategy. It’s people, pace, and the gravitational pull of the status quo.

In this conversation, Jessica Neal — former Chief Talent Officer at Netflix — shares what it actually takes to shift culture and move transformation forward inside a scaling company. One of her core insights is simple and uncomfortable: if leaders aren’t visibly living the change, it won’t happen.

We also explore why experimentation beats grand transformation plans. At Netflix, change often looked less like a rollout and more like a tiny experiment: try something, see what happens, learn, adjust.

And then there’s the tension between speed and process. As organizations grow, well-meaning leaders add rules to control risk, but those rules often slow the very people capable of making good decisions.

If you’re responsible for transformation, culture, or change leadership, this conversation offers a practical lens on how organizations actually evolve — and why the hardest work often starts with leaders themselves.

Change Signal. Where transformational change leaders seek and find modern change wisdom. Cut through the blather, the BS, and the noise to find the good stuff that works.

***

WHEN YOU’RE READY

🎧 A new episode every week (and sometimes two!)

The Change Signal newsletter. Short, practical, weekly

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Here are three questions to sharpen your thinking from this Change Signal conversation with Donald Miller: 


What story are your people living inside? 


Are you the hero of the change — or the guide? 


Can your strategy fit on a napkin?

If you lead transformation inside a large organization, you already know this: change management fails less because of bad strategy and more because of bad framing. Donald argues that every human being sees themselves as the hero in a story — and if you want to shift behavior, energy, and buy-in, you must change the plot points of that story.

We explore why leaders must resist the urge to play the hero and instead become the empathetic guide — the one who names the “hole,” listens deeply, and throws the rope. It’s a practical conversation about empathy, involvement, and why treating adults like children creates resistance that’s hard to undo.

And then we get concrete. Donald shares his PEACE framework — Problem, Empathy, Answer, Change, End result — and makes the case that memorable soundbites, repeated relentlessly, often beat beautifully crafted strategy documents. If you care about change leadership, transformation, and making your message stick, this one’s for you.

Change Signal. Where transformational change leaders seek and find modern change wisdom. Cut through the blather, the BS, and the noise to find the good stuff that works.

***

WHEN YOU’RE READY

🎧 A new episode every week (and sometimes two!)

The Change Signal newsletter. Short, practical, weekly

***

CONNECT

💼Connect on LinkedIn

***

SAY THANKS

💜Leave a review on Apple Podcasts

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