Power, Interest, and Communications
It is widely recognised that when it comes to communicating change, the message needs to be tailored to the audience (stakeholder group). Further to this, the message needs to consider the health of the project and the changing interest that stakeholders have in the project. As always, please let me have your comments.
A framework for change management
It can be argued that Change Management does not really exist in its own right. Rather 'Change Management' is the umbrella term for the application of a series of named methodologies, tools, and techniques that support the organisation as it evolves from one operating state into another. This business minute highlights some of the methodologies that I rely on as I assist organisations with their change journey. As always, please let me have your comments.
Production capabilities and the organisational profile
It one thing to employ a specific production capability, and its another thing to ensure the that the organisational profile is aligned with that production capability. This complexity is exacerbated when an organisation employees more than one type of production capability. Can the organisation cope with multiple organisational profiles. As always, please let me have your comments.
Decisions and their consequences
Its a frequent refrain..."why won't they make a decision....My project is stuck because they wont make a decision". In this business minute I highlight the consequences of (not making) decisions. As always, Please let me have your comments.
Information, Time, and KPI’s
Time is valuable, but not all time has the same value. Further it is impossible to make an informed decision without considering the element of time. To add complexity, not everything can be associated with time. This business minute explores these concepts. As always, please let me have your comments.
Driving change with a call to action
When you talk about change management, what is really meant is that you are asking staff and stakeholders to change their behaviour. This raises the question - change from what to what. The challenge is making sure that the communications are specific on what the new behaviour should be.
The impact of change on operational costs
A business minute to reinforce the importance of applying integrated and managed change practices to mitigate the cost impact a poorly managed transformation program can have on the business. As always, please let me have your thoughts.