Take It From the Top

Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.

  Business Case   Business Intelligence   Communications Management   CRM   Stakeholder Management   Strategy  

Your organization needs change, at least that’s what your boss says. And who told him about this requirement for change? His boss. And who told her about this change thing? Her boss.

The list goes on, but many of us have experienced a top-down desire to change our respective businesses with the premise that instead of maintaining a stable status quo, we need to be more competitive and seek new opportunities. This was not the way things were done years ago, however. In those days, change was almost avoided so as to focus business strength and direct energy to the slow building of profit over time.

That was then, this is now. We are connected on a global scale these days and, with few exceptions, everyone is competing to get the customer. As a result, we have all been tasked to embrace change or else someone will gladly take our place in the industry.

Senior Class
To bring about change in an enterprise means putting the collective feet of your organization’s senior executives into the fire of controversy and somehow getting them motivated to push it forward despite any nagging concerns. A supportive and strong stakeholder attitude is necessary to properly encourage company-wide transformation and see an organization through to the end; otherwise, you will be victorious at failure.

When hefty alterations are ready to be made to large organizations,…

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