Change is about taking well thought through, planned, communicated and executed change actions. it really is that simple.
Change management is not about people it is about taking action. The reason it has been hijacked by 'the people people' is explained
Your organization's capability to change effectively determines its ability to control its future. It is time to insource this capability
Projects delivered to specification can still fail at the implementation stage. Only effective implementation ensures project success
Pure technical projects can miss millions of benefits unnecessarily. All projects should be organizational change projects led by the business..
Benefits don't just happen, they have to be planned, actioned and delivered. Benefits delivery is a change process - not a measurement process.
Is the speed of change being overstated? We review the fast-moving technology world to find out that the speed of change is...not as fast as thought.
Transformation programs demand that the organization has the necessary 'capability' to successfully deliver them. Most organization's are deficient.
Few are "joining the dots" to understand that the orthodox way we approach and deliver projects is incomplete. Some of the "dots" are missing, some are not working, and some are actually destroying value.
You must document your organization's current state in detail as everything you do today has to be either eliminated or accommodated in the future.
Are you the subject of unseen barriers to improving your projects' performance and operations? You may be surprised at the answer.
The speed of change
Your organization's beliefs are often invisible but control the results sought and attained. To improve you need to make them visible
Projects can progressively deliver benefits and value throughout their duration. You don't (and shouldn't) wait till the project is handed over to start making the changes needed to deliver value.
Even after you have delivered the benefits, you can lose them again if your change management process does not make sure they stay "sticky".
Critical Insights (8) - Too often resistance to change is created
Critical Insights (7) Benefits come from change. Therefore, it makes sense that every project should be seen as a ‘change project’.
TOPics
- Benefits Management (29)
- Business Case (24)
- Business Simplification (5)
- Capability Development (38)
- Capital Investment (24)
- Change Management (17)
- Consultants (1)
- Costs and Waste (16)
- Engineered Thinking/Ideas/Innovation (8)
- Fifteen Critical Insights (15)
- Idea / Project Initiation (3)
- Mental Models, Beliefs and Myths (18)
- Outcomes Thinking (10)
- Path Dependency (10)
- Prioritization (13)
- Process Management (11)
- Productivity Improvement (7)
- Program / Project delivery (40)
- Project Controls (52)
- Project Governance (90)
- Project Management (4)
- Project Success (46)
- Project Validation (2)
- Risk Management (5)
- Scope Management (5)
- Standards/Frameworks/Methods (14)
- Strategic Project Portfolio Management (16)
- Strategy Execution (40)
- The TOP Four Lenses (1)
- TOP compared to orthodox approaches (7)
- Value Delivery (83)
- Value Equation (60)