• Skip to main content
  • Skip to primary sidebar
  • Skip to footer

Institute for Digital Transformation

Are you ready to be a Digital Enterprise? Let us show you how to get ready.

  • The Journal
  • Capabilities
  • Readiness Framework
  • Our Story
  • Membership
  • MORE
    • Commissioned Research
    • Partner Program
    • Workshops
    • Snapshot Research
    • Guest Posts and Sponsored Placements
    • Training
    • Assessment
    • Contact Us

Cherri Holland

Institute Fellow

Cherri Holland is a performance and change specialist who has worked over the last 20 years, with clients in nine countries, to improve performance and create a partnership approach to business success. Influenced by leaders running successful staff-driven businesses, she has worked with hundreds of groups to move past entrenched ways of working into self-leadership, high performance and flow.

Described as commercially-savvy, engaging and inspirational, Cherri quickly assesses what people and organizations need to fulfill obligations to their full range of stakeholders. Her clients have consistently said that high expectations of change outcomes have been exceeded. As metrics become increasingly focused on the financial impacts of staff and customer disengagement, outdated management approaches and reputation damage, businesses increasingly need quick ways to change service perception and reputation.

Cherri has sat alongside leaders undertaking organisation-wide transformation to develop a staff-driven, high performance culture. What distinguishes her approach from others is her co-creation of solutions with  people which she has found works better than externally-imposed models (or top-down decisions) that people inevitably resist leading to costly failure of change programmes. Drawing on both neuroscience and neuromarketing, she is able to mobilize human ingenuity to respond effectively to market pressures and/or technology disruption.

Typical assignments include working with leaders or whole teams to:

  • plan and embed change so that programmes realize expected benefits
  • sell and influence – get key audiences responding as required
  • improve personal impact and results
  • succeed in response to complex workplace challenges and stakeholder demands
  • communicate effectively, ensuring messages are received as intended
  • resolve conflict and negotiate so all parties’ needs are met
  • ensure service reputation is world class
  • develop inner resolve and resourcefulness, remaining ‘calm under fire’.

Since graduating with a psychology degree, sub majoring in Industrial Psychology, Cherri has continued to research ways to tap into latent mental reserves for super-performance; she has shown these approaches work across diverse cultures and industries.

Cherri has published the following articles on our site:

Disobedient Thinking

Disobedient Thinking

What can a teacher suspended from teacher training (and repeatedly admonished throughout his subsequent teaching career) teach today’s business leaders? ... Read More
Digital Waste

Digital Waste

Listening to a recent interview with a visionary leader in the health sector in New Zealand, Dr Lester Levy1, I ... Read More
The Change Management Oxymoron

The Change Management Oxymoron

I have always pondered the term Change Management. I see management as sameness, consistency and predictability – what is known ... Read More
Customer Experience in the Digital Era

Customer Experience in the Digital Era

Standing in a telecommunications retail store recently with the ‘service person’ speaking techno-gobbledy-gook, I was transported back decades to when I worked ... Read More
Digital Drivers of The ‘Right Stuff’

Digital Drivers of The ‘Right Stuff’

I live in an apartment hotel with the daily opportunity to witness customer service, or lack thereof. Intrigued by a heated exchange ... Read More
Digital Engagement

Digital Engagement

The word ‘engagement’ is as common today in C-suite and boardroom discourse as ‘share’ and ‘analytic’. But what does it really mean? And ... Read More
Why Understanding the Difference Between Open & Closed Systems May Lead to Transformation Success

Why Understanding the Difference Between Open & Closed Systems May Lead to Transformation Success

Is transformation a euphemism for change? Is it ‘change-on-steroids”? Have we decided that change is a dirty word and if we ... Read More
Should You Slow Down to Speed Up Your Transformation?

Should You Slow Down to Speed Up Your Transformation?

One thing that all digital change brings is SPEED. To find and keep customers, profitably, organisations strive for quicker response times, shorter ... Read More
Why You Must Both Lead and Manage Your Transformational Effort

Why You Must Both Lead and Manage Your Transformational Effort

Leadership has been identified as one of the most critical factors in digital transformation success 1. Any change challenge is dealt with in ... Read More
  • ‹
  • 1
  • 2
  • 3
  • 4
  • ›
Loading...

Primary Sidebar

Do you have what it takes to be an Institute Fellow?

Institute Fellows are Industry Experts who share their insights, opinions, research and real life experiences about the transition from the Industrial Era to the Digital Era. They each have a unique set of experiences and perspectives and offer their unique voice to help you understand the world that is shifting around you and what you must do to survive the transition and thrive in the Digital Era.

Footer


Important Stops

  • Commissioned Research
  • Snapshot Research
  • Partner Program
  • Readiness Assessment
  • Institute Fellows

Other Links

  • Guest Posts and Sponsored Placements
  • My Membership
  • Contact Us

Follow US

Copyright © 2021 The Institute for Digital Transformation, LLC · Terms of Use · Privacy Policy

What’s New?

If you are looking for Digital Era Now, we have changed the title to The Journal of Digital Transformation. You can get there using this link:

https://go.i4dt.org/journal