The Sea of Change (Management): Battling Confusion

Luis Cáceres is an Associate Partner for LATAM in Global PMI Partners and a Managing Consultant in Improving Performance Ltd. He is certified as a Change Manager, Professional Coach, PMP and Agile PM. He is an author and speaker on the development of managerial competences and has over 16 years of experience managing projects and PMOs in Latin America. He is currently focused on managing post-merger integration on M&A deals.

Most of us would agree that not all penguins are the same. But in the routine of organizations, changes are often treated like they are all the same—it becomes very tempting and easy to address all of them in the same manner. But if we look close, we’ll see the differences—and understand how easy it is to have a misunderstanding take shape:

  • Case 1: A company decided to change its services portfolio, expanding from B2B to B2C. It was used to having companies as clients, but now it wanted to offer services to the end customer. The IT department realized that its systems—and the data models behind them—didn’t allow the ability to have a customer as a client. A change in the systems was requested.
  • Case 2: A railway company CEO questioned why it had many operational problems if it were investing so much in maintenance. The investigation identified that the operational team always focused on short-term solutions. Therefore, failures were coming back, on average, in less than a year. It was necessary to request a change in the maintenance process.
  • Case 3: A company acquired another company. Not only did the acquired company need to integrate its financial reporting systems into the other company’s systems, it also had to change its processes and ways of working. But employees of the acquired company were resistant to change their way…

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