Colin Savage: A Change Addict’s Quest Across Borders—From Canada to Japan and Beyond — Part One

Summary

Chief Change Officer Podcast Summary

Episode: Colin Savage: A Change Addict’s Quest Across Borders—From Canada to Japan and Beyond — Part One
Host: Vince Chan
Release Date: November 27, 2024

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Introduction to Colin Savage’s Journey

In the inaugural episode of the three-part series featuring Colin Savage, host Vince Chan delves deep into Colin’s transformative journey from a self-proclaimed "change addict" to a seasoned "change guru." Colin’s extensive career, spanning over two decades across seven countries and contributing to projects in more than 70 nations, serves as a testament to his mastery in embracing and driving change both personally and professionally.

Notable Quote:

Vince Chan [02:29]: "This is a three-part series with Colin Selvage. In part one, the first episode, we'll dive into Colin's fascinating journey as a self-proclaimed change addict turned change guru."

From Regina to the World: Early Life and Career Beginnings

Colin Babbage introduces himself, sharing his roots from Regina, Saskatchewan, Canada. After graduating with degrees in liberal arts and English literature, Colin felt the urge to explore beyond his hometown. This drive led him to Asia in the early '90s, where he embarked on a 20-year international career that would see him living and working across various continents.

Notable Quote:

Colin Babbage [05:37]: "I left and lived overseas for 20 years. During the early '90s in Saskatchewan, a lot of people looked for opportunities elsewhere... But I needed to go, I needed to go somewhere else."

Embracing Change: The Making of a Change Addict

Colin candidly discusses his inclination towards constant change, describing himself as a "change addict." This trait fueled his moves across countries and industries, from telecommunications in the UK to financial services influenced by the fintech boom in Japan. His perpetual quest for novelty and growth often meant diving headfirst into unfamiliar territories without a concrete plan, driven by ambition and the thrill of the unknown.

Notable Quote:

Colin Babbage [09:16]: "I really was a change addict in a sense. When I left Canada in 1994, I just threw caution to the wind and went hit Thailand. I packed the suitcase, I went there. I had no idea about the language, culture, the working environment or anything."

The Duality of Change: Addiction vs. Purposeful Transformation

Vince probes deeper into Colin’s self-description as both a "change addict" and a "change guru." Colin reflects on the fine line between being addicted to change for novelty’s sake and pursuing change with strategic intent. He emphasizes the importance of thoughtful planning behind each transition to ensure that changes lead to meaningful growth rather than mere restlessness.

Notable Quote:

Colin Babbage [15:54]: "You can try different things while you're doing something else that allows you to do that exploration if you're just doing it because somebody has slighted you. When I was in Myanmar, I just woke up one day and said, I have $300, I'm a very good life... So why don't I just go?"

Lessons from Organizational Change Initiatives

Drawing from his extensive experience in guiding firms through transformations, Colin shares valuable insights that are equally applicable to personal growth. He discusses common misconceptions about change, such as the idea that embracing change automatically equates to success. Instead, he advocates for strategic and measured approaches to change, highlighting the necessity of defining success beyond conventional metrics like sales or revenue.

Notable Quote:

Colin Babbage [20:57]: "Embracing change for success is fine, but don't do it just for the sake of success because the true impact really comes when you are guiding strategic and focused change."

Cultural Nuances in Change Management: A Case Study from Japan

Colin recounts his time working with a traditional Japanese life insurance company, illustrating how deeply ingrained cultural practices can influence organizational change. Despite Japan’s reputation for traditionalism, Colin successfully spearheaded a business initiative by connecting unique market insights in Brazil’s growing minority population. This experience underscored the importance of research, cultural understanding, and incremental change in achieving organizational transformation.

Notable Quote:

Colin Babbage [25:10]: "Just because you think a culture and a group of people are traditional in their practices doesn't mean they're averse to change. You just need to be strategic and researched in what you want to change."

Navigating Change Resistance: The Downfall of a Change Guru

In contrast to his success in Japan, Colin shares a challenging experience with a traditional Canadian marketing company. Despite strong initial support, the organization’s reluctance to fully embrace his disruptive initiatives led to a stalemate. This episode highlights the critical importance of organizational readiness and the alignment of change initiatives with the broader corporate vision.

Notable Quote:

Colin Babbage [29:15]: "When the entire organization has been dictated change and not really trusting of the person who's supposed to pilot it, then it’s not going to happen."

Conclusion and Teaser for Part Two

As the episode wraps up, Vince summarizes Colin’s unique perspective on change, setting the stage for the subsequent parts of the series. Colin’s experiences offer a rich blend of successes and setbacks, providing listeners with actionable insights on navigating both personal and organizational transformations.

Notable Quote:

Vince Chan [30:20]: "Colin unpacked his unique perspective on change. Change addict turned change guru. From leaving Canada with nothing but a suitcase and ambition to navigating industries from telecommunications to financial services. Colin shared how the constant evolution around him became his greatest teacher."

What to Expect Next

In Part Two of the series, listeners can look forward to an exploration of the learning processes essential for transformation. Colin will delve into why he believes lifelong learning is outdated and how skill stacking represents the future of continuous personal and professional development. Part Three promises a discussion on the intersection of AI and human intelligence, emphasizing the necessity of a personal AI strategy in today’s rapidly evolving landscape.

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Host: Vince Chan
Guest: Colin Babbage

Note: Times in brackets [] denote the timestamp from the transcript where the quote or discussion occurs.

Transcript

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[Colin Babbage]

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[Vince Chen]

Hi everyone. Welcome to our show. Chief Change Officer, I'm Vince Chen Your ambitious human host. Our show is a modernist community for change. Progressives in organizational and human transformation from around the world. This is a three part series with Colin Selvage. In part one, the first episode, we'll dive into Colin's fascinating journey as a self proclaimed change addict turned change guru. Colin's career spans continents, cultures and industries. Seven countries, lived in seven more second to and projects in over 70 nations. From organizational transformation to personal reinvention, he has mastered the art of embracing change and applying those lessons to life. In this conversation, Colin unpacks his unique perspective on change. How throwing himself into the unknown led to unparalleled growth and insight. From leaving Canada with nothing but a suitcase and ambition, to navigating industries from telecommunications to financial services. Colin shares how the constant evolution around him became his greatest teacher. In the next episodes, we'll explore the learning required for transformation, why Colin believes lifelong learning is outdated and skill stacking is the future. And finally, in part three, we'll tackle AI human intelligence and why every one of us needs a personal AI strategy. Buckle up, this one is a ride. Collins. Finally I got you to my show. Welcome to Chief Change Officer. Good morning to you.

[Colin Babbage]

Thank you so much for having me, Vincent. Good morning, good afternoon, good evening everyone.

[Vince Chen]

Colin is from Canada, the big North, a very cold place. I used to live in Toronto myself. Colin is in another province or in America, we call it State. So Colin, let's start with your story. Who are you, what you're doing now, but also what did you do in the past, Your past, your journey and your history.

[Colin Babbage]

Fantastic. Thank you Vince, happy to do so. I'm Colin, as you introduced. Colin Babbage. I am hailing today from the Queen City, which was Regina, Saskatchewan, Canada. So I was born and raised here. I lived here until I was probably just out of university. And then I left and lived overseas for 20 years. That really isn't that uncommon. During the early 90s in Saskatchewan, a lot of people looked for opportunities elsewhere. And even if I look at sort of my high school graduating class, 60, 70% of them stayed in the city and went to our local university. Another chunk maybe went through a university nearby or in a neighboring province. And a very small bit even left and moved elsewhere in Canada, like she mentioned, Ontario. But very few people went further than that. I finished university armed with a great liberal arts degree and a degree in English literature, which obviously at the time everybody was banging down my door to give me a job, but I needed to go, I needed to go somewhere else. So I left. With that degree and with some other experience and decided to test Asia. There's a long story and it's all through my LinkedIn profile if people can read it. But I managed to over the 20 years build up what I seven seven zero so I lived in seven countries, I was seconded to seven others and I worked in project 70 nations around the world. Put it up and make it simple for others to follow this three thread that go through my background. One of them was academics and education. I was heavily involved in my own academic I studied for three master's degrees in various areas. I worked at the lecturer in universities and countries across Southeast Asia and Japan where I spent almost nine years. Then there was more of a business thread which involved business development, marketing, market research in a number industries which all looking back link a little bit to each other. But at times we're also different particularly because they also not include just all over the private sector but also working with government and governments across different countries I lived in. And then finally the other thread would probably be something where I would and it's more aligned with this podcast almost directly is strategy and change. While I'm working in industries or moving from one to the other, I noticed that things were evolving. An example would be I spent time leading a team of analysts out of London and the UK that focused on telecommunications across a team of 40 people. They were all dedicated and focused on individual countries or market and they were all coming back to me with similar but also at times very different analysis of how those markets were changing. Data was becoming part of what you could put on your mobile phone or you could start searching the Internet. And this led me into financial services where while I was with quite a traditional Japanese major licensure there would Fintech was a bomb and Fintech led to things like Regtech where we're doing regulation through all of these different evolutions and changes. There were little things that led me from one to the other. But also I'm really honest to say that a little bit of looking in the rearview mirror and seeing it afterwards at the time it was just a lot of change. And I know today Vince, we're going to talk about something that I mentioned in Change addict to change Guru. I really was a change addict in a sense. When I Left Canada in 1994 I just threw caution to the wind and went hit Thailand. I packed the suitcase, I went there. I had no I knew nothing about the language, culture, the working environment or anything. I not only changed the city I lived in, but the country the culture, the language, the industry and everything at once. And that really put me on path to do it repeatedly until before I moved back to Canada. I joked to myself that look, if I change everything at once and I'm addicted to doing that, the only thing I can do next is maybe move to the moon. There's no more, there's no more I can add into the mix to make it harder on myself. So I think full circle all of the different industries and markets and cultures and country roles and people that I've dealt with. You can put a lot of energy into promoting it and encouraging it but to a point before it gets a little bit dangerous. So hopefully that's a good answer to you. Vince, if you got any other questions for me on that, I'd be happy to delve into it. I could take up a whole hour on myself.

[Vince Chen]

QR in your self introduction, two words caught my attention. Change addict and change guru. How do you define these two terms?

[Colin Babbage]

Regina is a lovely city and like I said, I grew up here and I grew up at a time when it was pretty traditional. Most of us looked the same. There wasn't a whole lot of ways to skiddy pin the right word to use and so there wasn't a lot of novelty. At least from my perspective. If you wanted to you could. You grew up here, you went to university, you got a degree in administration and we're a government town so you go work for the government, you'd find your partner, start a family and so on. And so path was pretty, pretty much laid out and that really wasn't me. And at the time I didn't know, I wasn't sure what I was looking for but I knew that wasn't the path that I wanted to take. And so the only thing I could do is basically have my radar on high alert for anything that sort of caught my interest. And that's where I get to the change addict is it's a lot about novelty. Oh, wouldn't it be neat if I moved to Kenya and I worked for a bank? Or wouldn't it be cool if I went to China and I studied and when I hear people say that, I'm always encouraging them to consider it. But the question afterwards is what? For what purpose? If you go and you could study where you live now because of all the opportunities we have and online and the virtual world has made it easy. For example us today, you're in Hong Kong, I'm in ordinary. Very easily we can do whatever we want. Well why do you need. Why do you need to go there and do that? And if the answer that comes back a lot of I don't know, I saw a movie in China looks really neat or oh, I saw that one person on social media that they do this and they're being super successful. So why wouldn't that be neat? And I don't think it's a bad answer. But the reality is you got to have a little bit more planning behind it. I and I lived the the attic lifestyle. Like I said. I. I moved, picked up and moved to Thailand. And then one day in Thailand, I don't really teach English to adults and at a university. I want to go somewhere where there's no Burger king, there's no 7 11, there's no this, there's no that. And I basically walked into a travel agent. Where can I go that I board. And she said go to Myanmar. So I did. I went to Myanmar and did nothing about it. Just took a suitcase and then I lived there for a year and a half, learning my way as I was there. But looking back, that was just novel. Oh, it's foreign, it's new, it's different, it's unknown. I'll let leap into it and don't do it. And a single person, now anyone can do that. But it didn't really have a purpose in mind. And the thing is, novelty is great, but novelty wears off. You're there for a year and a half and then you wake up one morning and it happens again. Oh, I'm bored. I've done this, I changed. I've learned these things that really cool and interesting and okay, let's go move here or let's go try this or let's do whatever. The other thing that might have is that change addict, like whenever you're shipped with some kind of adversity, it takes as much if not more focus to get through to the end. The lucky thing for me was, well, I've started this degree, I got to finish it or I started in this job. I got to be here at least this amount of time or started learning this language focused at least enough so I can do some kind of benchmark. And it's a lot, it's a lot harder when you have to do that, when it is just chasing novelty. So I think, yeah, like the change addict part, there's a lot of people that will do that. And actually I'm a little bit different. If you start something and it's not for you, you should really just chuck it in and go find A thing that you want, there's opportunity cost, as we all know. Right. But if you don't wrap things up or if you don't complete them to a certain extent later on, I don't really know how you could pull out the value and as we get into other topics, but maybe you can apply it to more. But if you haven't finished it, you're never going to get there. So the way that I came about this concept of change addict. And addict is a harsh word, but you really can be addicted to change and to novel.

[Vince Chen]

So being a change addict in Gimme, would you say you're one of those who puts in a good amount of calculation behind each change? Or is it more like, oh, it's just gun feeling? What type are you? Have you ever thought about that?

[Colin Babbage]

No. That's a great question, Vince. And I think again it's all gonna be in hindsight, which is lovely to have, but I think at the time it was like I mentioned adversity, but and I also mentioned boredom. For me, like when I didn't have responsibility. Right. It's just me. I'm the one that's responsible for myself. I gotta feed, clothe, house me. There were many times where I was just like, you know what, I'm gonna change it and quit my job and I don't have anything else or I don't really have a plan to do anything else and I'll just see what happens. And that's dangerous and there are people that can do it, but I don't like it. So I'm not going to push through the adversity. It's not going to help you later on in life. Absolutely. If you're not happy with where you are and you're not, you don't think you're where you can be or you're not being supported the way that you would like, then you certainly should look for other avenues and talk to other people and try different things. But you can try different things while you're doing something else that allows you to do that exploration if you're just doing it because somebody has slighted you. When I was in Myanmar, I just woke up one day and said, I have $300, I'm a very good life, but I'm never going to have anything if I ever decided to leave here. So why don't I just go? And I was out in a week. But it's not. I could have done it in a much more thoughtful way and I might be an odd cat in that moved to so many places and I've done whatever. Maybe that's not going to be the way of the world in the future. But you only get, I would think, in your life a bunch of major changes. So you really shouldn't minimize the impact and the importance of the change of the time. Really give yourself some time to think about, like, why am I really unhappy? What do I really want to do? Okay, I don't know what I want to do. What are some things I can figure out that might lead me? Have I thought in my head and built some scenario planning? Or I'm like, what's going to happen if we do it? Am I going to regret it? Regret's an awful thing. Or we're always going to have it. But I think you can minimize it if you've got a little bit of thoughtfulness around why you're leaping to change something Is it really just today I'm having a bad day and I had a bad interaction? Or is it you know what, it's been building up for a long I shouldn't be here. I need to go find my place in my tribe. So I think, yeah, like a lot of those different components are really important for figuring out am I addicted to change or am I welcoming of it? And I'm using it as fuel to help me find a better place for myself.

[Vince Chen]

Like you said, one of the threats running through your experience is change and strategy. You've worked with so many firms and organizations, guiding them through their transformations, so you must have seen countless business cases unfold. What have you learned from these consulting projects and organizational change initiatives that could apply to individual situations? Are there lessons from these business cases that also resonate on a personal level, especially when we face dilemmas or curse roles in our own lives?

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[Colin Babbage]

Yeah, and I think some areas this is that's a great question. Again, Rin and I did some soul searching in that I have worked in a number of both the mainstream and odd cases of change in a variety of different countries and industries, organizations potentially. There's two things I would want to start off with and there's a misconception, some common misconceptions actually about change. And again we're talking like in an organizational or a business or even a personal professional way. And the first one is we have these people and I support them. Embrace change. Embrace change. It's the same thing as like you're embracing change for success. And then how are we defining success? Is it simply a bunch of key performance indicators and some sales bigger than revenue? Is it just keeping people? Is it launching ourselves into a brand new space to be while we success? Is it keeping status quo? There's a whole variety of different ways to do it and embracing change for success is fine, but don't do it just for the sake of success because the true impact really comes when you are your guiding strategic and focused change. And that's a whole different arena with a lot of complicated parameters of and you asked me about some specific examples, so I think I've got two and I'm going to make them personal to me because change is personal. One example is going to be a bit of a surprise to people because they will have read potentially how traditional this country is. And this was Japan. So I lived in Japan, as I mentioned, for quite a long time and then they worked with Japanese organizations or machines for an equal Yuval curated and I have found, yes, value and worth put on traditional practice. And that also varies across industry. And lo and behold, I also worked in a very traditional industry. Light return. But from the out, from the outside, it does look like it's stuck. Practices are the same. They move along. So when I was working for one of these big organizations out in the. Yeah, there wasn't a lot of. There wasn't a lot of air time given to, hey, why don't we try this? Or hey, why don't we. Why don't we consider something completely different? There was incremental change. Change or introduction of new things. And then luck would have it, I ended up traveling to a developing market with a couple of senior people from MD and looked around and just started noticing dots and then thinking, hey, we could connect these dots to make something unique. I'm with the Japanese life insurance company. We're in Brazil. We're seeing something. It's a bit unique in Japan, one of the largest minorities of Brazilian. And they are people who travel to Japan as youth. They have access to visas and other things and they start their working life in Japan. So they're actually indoctrinated. They learn working culture from being in Japanese companies. A lot of them are. They learn things like, hey, life insurance is important. You need to have it. The discussion one, how are we going to go build this business idea? And what came about was I learned that change, individual, team and otherwise comes from doing a lot of promotion. So Japan is a lot about individual conversations to get support or get direction. Big organizations are great at providing that direction, but often indirect. You have to be acute to the team. So, hey, why don't we consider this? Why do we do that? But also it's measured and it's plan change. You can't just come up with an idea and throw it at people and get them to say yes or no. You've got to research your idea. This is the market side. These are the people. This is what they would buy. This is how it would benefit them if they stayed where they are or then when they moved back. This is how we could link a dovetail or a pipeline into getting new people in a new market. We might. So it took a lot of time, but I was very surprised and very proud that we actually managed to get this kind of a lead. I got support from lovely people within the organization. They provided their time to me. We moved ahead. It took two years, but the change did happen. And it was actually a real shining example of just because you think a culture and A group of people are traditional in their practices doesn't mean they're averse to change. You just need to be from that change addict thing we were talking about. Not willy nilly, not, hey, let's just do it for the sake of doing it. Be measured, be strategic, be researched in what you want to change and then find the kind and support of voices. And if you find enough of them, you'll get groundswell and you'll be able to do it. If you don't, maybe your idea really isn't that great. Maybe you need to go back to the drawing room. So learn to take the. The interest and the novelty and the energy that comes from a potential change and have it fuel you to do the really important steps. The fundamental steps to maybe make that change happen in the flip side would be actually back here in Canada. I work for a quite traditional marketing company. Probably if I tell you who it is, people will know right away. They brought me in as a changed person. That's how I was recruited. Please come here. We know our industry is on the decline. We're not really entirely sure where to go with it. We've seen what you did in other places. We're eager to change. We want a chance where they use all the right words. They were very receptive to the idea before I moved in house. I got in there and I asked, do you want me to be disruptive? Would you like me to push new initiatives? Absolutely. This is what we want. And within a month of me doing that we don't really like, or that was a little too much. The reality is they were a different kind of ad. They were hooked on a legacy of very high revenue and high profit margin. And they weren't willing. They really weren't willing. And they hadn't done the time to figure out, do we want to change? Are we willing to forego some of that to potentially make it somewhere else? Or maybe not. And even though they had all of the support, allegedly support from people above and their ownership and others, they were incredibly reluctant to do it. So I was sitting in a role where change was in my title. But I couldn't do anything. And I had tried, I had built up goodwill. I got some champion. I was doing everything that change management told you to do, pushing the needle here, scaling it here, and for the time period that I was there, they were fully unwilling to take it on. And at a certain point, I had to, you know what? It isn't going to work for me. I'm pushing the rock up ill as whatever the Greek myth is and I'm not getting anywhere and I'm being told two different stories. So we dig into it, we find a really like an external push from other people so we don't want to do it. And it ended up being a failure for myself and it's something that I, I've taken on and I accept. I learned a lot of really good lessons from it and frankly had some work with some wonderful people that were driven to do it. But when the entire organization has been dictated change and not really trusting of the person who's supposed to pilot it, then not going to happen. But in this instance, it's a little bit about, it's maybe less about the change addict thing but learning about change guru, if that's a good word or change guide, which is all right, maybe we need to take a step back and figure out what is your definition of change. Is it collectively the same? Do we all think this is a good idea? Okay, maybe we need to tailor it a little more specific and then move on from there. And that's hopefully where I am now and how I actually go about it. A little bit more, there's a little bit less, put on the gas more. Let's put the car in park for a second and let's have a talk. We'll drive a block down the road and then we're going to have another talk and that way we can get to the kind of again change that we're all trying to achieve and back to that definition of success. It's not just keep that directed by the outside or financial reasons, only the wholesome way that we're going to evolve.

[Vince Chen]

And change for the just now, Colin unpacked his unique perspective on change. Change addict turned change guru. From leaving Canada with nothing but a suitcase and ambition to navigating industries from telecommunications to financial services. Colin shared how the constant evolution around him became his greatest teacher in part two. Tomorrow we'll explore the learning required for transformation. Cullen has I don't even know how many degrees under his belt why Colin believes lifelong learning is outdated and skill stacking is the future. And part three for Friday we'll tackle AI human intelligence and why every one of us needs a personal AI strategy. Come back tomorrow and join us. Thank you so much for joining us today. If you like what you heard, don't forget, subscribe to our show, Leave us top rated reviews, check out our website and follow me on social media. I'm Vin Chen, your ambitious human host. Until next time, take care.

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Call 866-564-8484 to learn more about prescription Opzelura for Non Segmental Vitiligo.

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Um, nah, fam, that's a little sus.

[Walmart Ad]

Shopping with teenagers can be hard between figuring out what they like and what they mean. But with Walmart, at least shopping for their next pair of glasses is easy. With the Walmart app, you can virtually try on frames at home, upload prescriptions and get new glasses delivered right to your door. It's an easier way to get stylish glasses they'll actually like.

[Opzelura Ad]

Now these new glasses Total vibes.

[Walmart Ad]

Buying new glasses has a new look. Welcome to your Walmart. Valid prescription required.

[Geico Ad]

How do you feel when you switch to Geico and save on your car insurance? It's like going to work on one Thursday morning and thinking to yourself, just one more day until Friday. But then somebody in the elevator says, happy Fri. Yay. Then you check your phone quickly and discover today is actually Friday. So yes, Happy Friday, random stranger in the elevator. Happy Friday indeed. Yep, switching and saving with Geico feels just like that. Get more with Geico.

[Colin Babbage]

Oh, oh, oh.

[Geico Ad]

O'Reilly, you've got questions. O'Reilly Auto Parts has answers. Need a pro you can trust? We've got that, too. No matter what you need, our professional parts people have the training and expertise to help you do things right. Deep automotive knowledge. Just one part that makes O'Reilly stand apart. The professional parts people.

[Colin Babbage]

Oh, oh, oh. O'Reilly Auto Parts.