Change

Creating buy-in to develop innovation

In many organisations there are people that simply object to everything and resist change at every turn so how can we best implement innovation or value adding changes? Innovation expert Roger La Salle provides some advice on how to create buy-in in resistant environments.

Dealing with cultural challenges in change management

The purpose of undertaking a business change activity is to create value, but meeting the challenge of entrenched culture requires effective leadership, writes Lynda Bourne. Why is the process so difficult?

6 change questions for IT project managers

Armed with savvy change agents, smart organisations leverage their project managers’ skills to manage the inevitable shifts in the business landscape. IT change agents need to call on their other essential business skills: business savvy, communications, critical thinking, financial know-how and even coaching and mentoring.

When your project suffers from Requirements Syndrome

Until now, IT project failure was bordering on the proverbial for reasons project managers could never quite pin down. David Guazzarotto introduces the signature effects of Requirements Syndrome, and shows how you can diagnose and treat it before it’s too late.

Don’t wait to embed change

There’s a fatal flaw in most project management methodologies: change management activities happen way too late to be effective, writes Catherine Smithson.

“Engagement is needed right from the start of the change, to ensure change is driven by executives and managers.”

The tipping point of project failure

Delivering on ‘the promise’ to meet client and stakeholder expectations requires project organisations that are capable of accomplishing the work!

Mosaic Project’s Pat Weaver on avoiding the tipping point between complexity and chaos.

5 predictions for change management in 2012

Catherine Smithson gazes into her crystal ball to see what might be in store for change management in 2012:

“We will … rediscover the skills of diagnosing, designing and delivering facilitation that helps people make a transition.”

SAP is not an IT project!

There seems to be a rule that the more complex the change, the less effort is spent on the people who will be adopting the change in their jobs, blogs Catherine Smithson.

When was the last time you heard an employee say: “Awesome! Head office has decreed we all need to do [insert function] their way!”

Managers—change makers or change breakers?

I call managers the squashed tomatoes of change. Senior executives expect them to drive change and do it fast. Team members expect their manager to cushion them from change and have all the answers on how it’s going to work for them personally.