ChangeManagement

ThoughtStorms Wiki

The only constant is CHANGE. And Management is the art of realizing opportunites, from marshalling resources towards a targetted and JustInTime risk taking.

"It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change." by CharlesDarwin

see more at http://www.quotationspage.com/quote/33160.html

OTOH, in some situations the "strong resistance to change" enabled some small businesses to survive, despite a fast changing world around them.

ChangeManagement has been a well known business term for ages. See Wikipedia description at for http://en.wikipedia.org/wiki/Change_management for a business centric view.

A conscientious manager would be well versed in ChangeYourOrganizationTactics. He recognizes the TimeToChange, and skilled in the marshalling of resources to attain CulturalReadiness.

Organization Change

TheHeartOfChange is a book to read for those involved with big changes in an organization.

A different cut, taken frrom "Lost in transition" at http://www.timesonline.co.uk/article/0

8171-1466654,00.html

Desire for change

Shared Vision

** changes need to be implemented at all levels and embedded in the culture

Longterm plan

** needed but need to be supported by details of immediate plans

Involve all levels of management

** frontline supervisors best suited to deal with relevant concerns

Explain

** as early as possible and as frequent as possible

Reduce fear

** demonstrate new way is secure through frequent and honest communication

Participation and Involvement

** joint ownership of the problems to be developed

Identify resources

** working level can better locate savings and improvements

Keep staff motivated

** treat others as you wish to be treated

Face to face communication

** sincerity of leaders need to be visible

Change, but not reckless change

You need to preserve your core and stimulate progress by Jim Collins

Dont forget middle management, if you want change to succeed. See article at http://www.mgeneral.com/3-now/00-now/010001dh.htm

LessonsFromFailure

British Airways Rhetoric / Action gap at http://www.lboro.ac.uk/departments/bs/research/2001-4.pdf

another analysis of the firms initiatives in 2003 at http://www.ikc.icfai.org/casestudies/bestselling/britishairways.pdf

InformationandCommunicationsTechnology perspective

Significant changes in EnterpriseApplication (e.g. implementation of a new EnterpriseResourcePlanning ERP package) are often preceded by a BusinessProcessReengineering (BPR) exercise. And if nothing else the BPR undertaking serves to promote CulturalReadiness for process changes.