1. Unless your top team are properly aligned nothing will happen. The key to doing this is creating an environment where they can argue well.

2. Behaviours are underpinned by assumptions. Get insight into the old assumptions that underpinned the old behaviours. Decide what new assumptions would need to be true to create the new behaviours. And then figure out how to start creating those new assumptions.

3. Discomfort is critical. You have got to create moments of truth or tension. Without these you will fail to create the energy or commitment needed for change.

4. People need to believe in the purpose of the change. They need to know why they are getting out of bed - and how it fits with both their personal purpose and the purpose of the organisation, this is particularly true (and possible) around the continuous cost transformation that most big businesses will need going forwards.

5. Coherence is critical. Focus your organisation’s energy on one story, one story that weaves together and makes sense of a focussed set of priorities. What people can hold in their head, they can execute. Organisational shopping lists will fatally undermine any reinvention effort.

6. Momentum starts with proof points. Early wins create envy and envy creates pull.

7. If you are to deliver on your purpose and strategy in a disrupted world you need to be deliberate about your culture. Deliberate about what you retain and enhance/stretch from your cultural DNA - and equally deliberate about what you must leave behind.

8. Conscientious objectors are not the enemy. People need to be allowed to debate and disagree with the direction of change, this will hand ownership to the broader group and allow them to self moderate.

9. Segment your people by their mindset to change and ask ‘why do they feel like this?’. By considering mindsets such as those that feel like ‘hostages’ of change and those that are ‘on the fence’ it will allow you to be more targeted in how you engage your people.

10. In times of crisis people collaborate brilliantly. They are all on a mission to achieve a particular goal. To truly get people to collaborate consider using missions and framing them in such a way that they have no choice but to get on board with the mission to survive.