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The Devil Is In The Details...Of Change
We have all heard about the importance of getting all the details taken care of and getting them handled right. That’s true for wills, contracts, recipes, blueprints and lots of other things. One subject, however, really needs to have attention to detail but it rarely happens. Moving an organization from “doing things one way to doing things another” is a “details job.”
Run the Business / Change the Business - Dual Perspective Proves Key to Success
Change Management is a lot like heart surgery - the surgeon must keep the patient alive while the surgery is under way. Likewise, change managers must maintain the business at the very time they are engaged in changing that business. Many initiatives fail to appreciate the need for this dual perspective - at their peril!
Overcome Inertia in Implementing Change
The best laid plans of mice and men never seem to get implemented. A vexing question for anyone planning a change is, Will all this planning really make a difference?" Many quality or strategic planning teams find themselves hampered by the suspicion that it's all really an exercise in futility and nothing will ever change.
Lean Change: Applying Process Improvement to Change Management
For companies to thrive in today's world of continuous change they must be continuously changing. If so, then change becomes a process constantly at work - just like any other business process they practice. And process improvement techniques - like Lean Manufacture - can be used to get really good at it.
Delegate, Delegate, Delegate ... Not in My Big Change
Believe it or not, delegation consistently turns up on the list of failure factors for the big change maneuvers that we call Red Zones, from reengineering to big system implementations, from mergers to culture changes. (Red Zone is our term for a big change ... a "make it big or break it bad" change)
"Stand Up And Deliver" Leadership For Change
Leaders must stand up and deliver if their companies are to be successful at organizational change. While the idea of "standing up and delivering" might be a no-brainer, the truth of the matter in our 30 years of experience is that leaders frequently are MIA (missing in action) in some key ways when big changes are required for their organizations
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