Organizational Change Readiness

Andy Jordan is President of Roffensian Consulting S.A., a Roatan, Honduras-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at Andy's new book Risk Management for Project Driven Organizations is now available.

The last few years have seen more—and more rapid—change than virtually any other time in history. While there will always be individual organizational and industry exceptions, generally speaking technology is driving more transformation than ever before. Organizations are having to reinvent themselves continuously, with no opportunity to stabilize in between change cycles.

That’s resulting in more projects being initiated—and a greater number of those projects being viewed as business critical. You could argue that it’s a development that is “good for business” when it comes to project managers.

But these changes come at a cost. The impact on operational areas of the business are significant, and not all organizations fully understand that impact. Operations departments thrive on consistency—staff in those areas are used to working with repeatable processes and familiar ways of working, whether that’s a physical production line, a customer service function or any form of internal systems processing.

When those operational elements are continuously evolving, there isn’t a chance for that consistency to develop. The people working in those areas are having to regularly change and adapt their working methods in response to system upgrades, new work methods, shifting customer expectations, etc. This makes them …

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