We’re good at scrutinizing problems, but many project managers and business analysts could do a better job of fostering positive change and improving future results by giving more attention to the “bright spots” on projects — those flashes of success that often go unnoticed when other things go wrong.
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At its core, Organizational Agility is about strategic responsiveness and functional flexibility. Companies that master it — that embrace rapid change as a source of energy and innovation — will thrive while others stagnate. Here is an introduction to the concept, including the driving forces behind it and the characteristics that define it.
Organizational change is first mental, then we can change strategy and start doing things differently. So, business transformation is about changing minds and then actions. Yet, what do we really know about changing minds?
As organizations grow older, agility tends to wane. They become more set in their ways. Breakthrough thinking gives way to embracing routine endeavors. Reaction times slow. Maintaining the status quo becomes common. It doesn’t have to be that way.
Human resource-related projects can be high visibility and affect a large number of employees. Understanding organizational change management critical success factors will help you monitor effectively—and focus the attention of your project team on the highest-priority risk areas.
PMOs oversee change, so why are they not bigger players when it comes to organizational change management?
One of the biggest barriers to successful strategic change is the inability of the organization to absorb it. What’s the role of project management in helping prepare that environment?
How can one successfully change the culture of an organization or an entity to think and act differently? When one thinks about organizational change and the subsequent consequences, you must ask the question, "Why should I go through this change and the hassle and stress that come with it?" The answer is very easy--the long-term benefits outweigh the short-term risks.
Organizational culture is made up of the attitudes, values, beliefs, and behaviors of its employees and underlying assumptions. If an organization’s culture is not supportive of project management, project management tends to be viewed as an additional burden and interference to the daily work. If there is no effective project management office and no standard processes, procedures, measurement, and organization culture across projects, projects will operate differently from one project to the next as well as from one department to the next. Project culture within an organization can essentially can make or break the projects undertaken by that organization.
When it comes to organizational transformation, the power of project management comes into play. Its framework provides enhanced governance, control and focus on desired business outcomes--and progress toward a strategic direction.