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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

  • 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 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,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


British Airways Rhetoric / Action gap at

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.

see also SoftwareChangeManagement


Changing your leader (perspectives)? 10 ways to fail as C****hangeAgent at ISO 9001 Gap Analysis (LouGerstner) Leading the turn around at


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