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One of the most challenging elements of change management is creating urgency. If people can’t understand “why now?” and “what’s in it for me”, change efforts can slow to a crawl. Take technological change, for example. Decades ago, companies moving to computerized accounting would run manual processes in parallel with their new software systems. Instead… Read more »
If you are experiencing the mid-career crisis, you are not alone. In 2004, Blanchflower and Oswald (and the Gallup organization in 2008) studied psychological well-being as it relates to age. What they found is a u-curve, with well-being bottoming out around age 50 and then increasing to its peak when people reach their 80’s. A… Read more »
The goal of change is to deliver whatever the desired outcome was that precipitated the change. No company implements a new software system just to complete the implementation. Project management criteria such as on time or on budget are necessary but not sufficient for a successful change initiative. Companies implement software to realize financial gain,… Read more »
The goal of a communication plan (in change management) is to create awareness, desire, knowledge, ability, and reinforcement with each of the audiences that will be impacted by change. An effective communication plan builds awareness of the nature of the change and communicates the risks of not changing. It enables sponsors to interact with employees, formalizes feedback… Read more »
In our first article on the leader’s role in change management, we outlined the leader’s role in actively and visibly participating in change. The next role they play is in building a coalition of sponsorship, which involves finding the right people in positions of authority and proximity to implement the change. Note that leaders can never… Read more »
A company’s leader plays three primary roles in change management. Over the coming months we will unpack each of these roles in a series of blog posts. This post tackles the #1 contributor to the success of any change initiative, according to Prosci’s nine benchmarking studies conducted over 20 years: leadership’s active and visible participation…. Read more »
Improve the ROI of Change Initiatives Whether you’re implementing a new ERP or just changing the way timesheets are submitted, why is change so hard? Too often, it’s because the person in charge of the change initiative is a Project Manager and understandably treats it like a project, with timelines and deliverables, while ignoring the… Read more »
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