Organizations today must constantly change, but doing so does not mean bombarding employees with change projects. The secret to creating an organization that is able to change continuously is less change, not more.
SMART goals – Specific, Measureable, Attainable, Relevant, and Timely – are all the rage, but are they smart?
If corporate, customer, team and individual goals are all aligned, then multiple energies flow in the same direction – that of organisational success – with magnified force, while lessening dependence on leadership. With so much to commend it, how can such a beneficial situation be brought about?
With tumultuous change crashing down on us every day, “nimbleness” in business offers a powerful strategic advantage. Having the readiness and ability to change quickly allows your firm’s strategic value to outdistance that of your competition. This article uses the story of a failing, but ultimately successful, $180 million offshore outsourcing project to demonstrate how […]
Can an organisation nowadays – faced with the inevitability of short-lived episodes of leadership – avoid the potential damage left behind, following the departure of the creator and champion of a partially executed new strategy?
How can a sluggish, deteriorating business safely appoint – and follow the advice of – a short-term strategist, without jeopardising their long-term success?
Applying the elements of change management to your New Year’s resolution can help you be more successful in reaching your goal. Remember, all change is personal change, and the essential elements of organizational change management are rooted in the study of how individuals move through change. So whether you have never made a New Year’s […]
A preponderance of managers and supervisors are overly familiar with long sighs and disheartened groans from their employees when they introduce yet another organizational change or a new initiative
So critical to a company’s performance is its Operating Dynamic, its Will to Compete, that Improving it by just 20% improves the bottom line by 42%, comparable to a capital investment of 70%. Yet, it is never measured in a due-diligence.
Change Management, in capital letters, seems to have become a goal in and of itself, rather than a means for achieving other goals. People can get so preoccupied with “Doing Change Management” that they have become distracted from the real goals.