I’ve seen one company after another invest millions of dollars and thousands of hours on new strategies and then waste all the invested capital and time because senior management was unwilling to drive change through the organization. I’ve seen hundreds of good, solid strategies and change programs, but many executives confuse expectations with examination.

Major change programs are detailed, complicated and require a deep understanding of where the institution is today and how far away it is from where it needs to go. In order for a change program to be successfully executed, results of programs need to be measured. Proper execution involves building measurable targets and success factors and holding people accountable.

It all boils down to the fact that companies don’t like change because individuals don’t like change. Execution success results in senior management providing clarity of expectations, getting into the daily grind of examining and making sure the machine is moving forward, milestone by milestone. Accountability needs to be demanded, and when it is not met, changes should be made quickly.

I’ve seen one company after another invest millions of dollars and thousands of hours on new strategies and then waste all the invested capital and time because senior management was unwilling to drive change through the organization. I’ve seen hundreds of good, solid strategies and change programs, but many executives confuse expectations with examination.

Major change programs are detailed, complicated and require a deep understanding of where the institution is today and how far away it is from where it needs to go. In order for a change program to be successfully executed, results of programs need to be measured. Proper execution involves building measurable targets and success factors and holding people accountable.

It all boils down to the fact that companies don’t like change because individuals don’t like change. Execution success results in senior management providing clarity of expectations, getting into the daily grind of examining and making sure the machine is moving forward, milestone by milestone. Accountability needs to be demanded, and when it is not met, changes should be made quickly.

Change can be implementes as Strategy,Implement and Operate model used for Projects Management. I have noticed the change teams cropping up, when a huge IT Project is being implmented and quickly loose focus. This does not provide expected results as the change management process it self is not matured in a given organization. Most of change initiatives are adhoc rather than looking at this as a critical process to be mastered.
Some of critical factors noticed for a huge Global IT project are:
Lineup political sponsorship
Target the individuals whose commitment is needed and absolute responsibility is given.
Critical mass of support
Communicate, involve people and be honest.
Finally do some iterations at small projects, to establish working model for a given organization culture.

Change can be implementes as Strategy,Implement and Operate model used for Projects Management. I have noticed the change teams cropping up, when a huge IT Project is being implmented and quickly loose focus. This does not provide expected results as the change management process it self is not matured in a given organization. Most of change initiatives are adhoc rather than looking at this as a critical process to be mastered.
Some of critical factors noticed for a huge Global IT project are:
Lineup political sponsorship
Target the individuals whose commitment is needed and absolute responsibility is given.
Critical mass of support
Communicate, involve people and be honest.
Finally do some iterations at small projects, to establish working model for a given organization culture.

Compensation. If you don’t figure out and clearly explain how the change initiative will impact compensation (from c-suite down to entry) you are doomed…bottom line.

Compensation. If you don’t figure out and clearly explain how the change initiative will impact compensation (from c-suite down to entry) you are doomed…bottom line.

I’ve found that the work of John Kotter (unfortunately located across the Charles) to be the best help in leading people through major change.

Especially the creating the sense of urgency peice which is always needed to get executives moving from the status quo, where most folks are currently stuck even in the midst of crisis.

Having a vision for where you want to go isn’t enough to create momentuum.

I’ve found that the work of John Kotter (unfortunately located across the Charles) to be the best help in leading people through major change.

Especially the creating the sense of urgency peice which is always needed to get executives moving from the status quo, where most folks are currently stuck even in the midst of crisis.

Having a vision for where you want to go isn’t enough to create momentuum.

The first thing is to get to the root of why a major change is necessary. To start with nothing but the assumption that change is required is a recipe for disaster. What are you going to change? Are you sure you’re just not reentering the cycle that got you dissatisfied with your lot in lot in the first place.

Once you know why there are plenty of folks and books to tell you how. Like Ross Perot said, “The devils in the details.” and in this case the devil and the detail are the root cause.

The first thing is to get to the root of why a major change is necessary. To start with nothing but the assumption that change is required is a recipe for disaster. What are you going to change? Are you sure you’re just not reentering the cycle that got you dissatisfied with your lot in lot in the first place.

Once you know why there are plenty of folks and books to tell you how. Like Ross Perot said, “The devils in the details.” and in this case the devil and the detail are the root cause.