Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Making Change
Organizational change projects fail for many of the same reasons, from poor executive support to lack of buy-in from staff. Here are some recommendations to prevent these potential problems from scuttling your next change initiative.
The first article in this series, "People ROI," discussed the process of clarifying the desired future state of your organization as the first step in improving the productivity of your project teams. The clarification phase is the one most often skipped when trying to deal with organizational issues.
Managers commonly try to jump directly into the second phase — planning — often with disastrous results. This occurs for two distinct reasons. Firstly, most managers are by nature people of action. They prefer to focus their energies on doing things rather than pondering things. In many ways, this is what makes them effective. But planning organizational changes without a clearly articulated goal often leads to the selection of ineffective or even destructive actions.
The second reason that managers frequently jump directly to a solution without a clarified goal is the availability and promotion of so many management tools. Writers, consultants and research organizations regularly rollout new management approaches claiming to have broken the secret code of leadership. They arrive in magazines, books, seminars, white papers and marketing …
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If you look at it, manure isn't such a bad word. You got the "newer" and the "ma" in front of it. Manure. - George Costanza |