With 70 percent of change initiatives doomed for failure, many executives are hesitant to lead or champion efforts that so often do more harm than good. But after disbanding a change initiative in 2008, the Royal Canadian Mounted Police applied several lessons learned and found success in transforming its governance, culture and accountability.
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One of the truths about change is that it is deeply personal. This article addresses three methods (develop relationships, address fear and build trust) that project managers can employ to address the personal side of change.
The goal of this article is to offer practical strategies that will help you manage change effectively. The background and examples in this document have an IT bias, because the author took many ideas and examples from recent experiences managing change for 2 years in a $US20 million dollar database migration project. This project had it all-extended duration, large number of critical business intelligence applications in scope, two external vendors, and several other "critical" projects taking place in the same time frame. Change had to be managed or change would have devoured the project.
There are many different reasons why people will do the right thing to help you build and maintain the momentum for your change initiative and to help you achieve sustained, collective momentum. The key to building and maintaining momentum is to understand and harness the different mindsets that cause people to choose change.
What considerations should be made when working to bring about change? There are numerous ways to approach it, and it differs from organization to organization. The approach suggested here is strategic. This is the first in a series of articles on change.
For the role of a business analyst to survive, it ought to be transformed in focusing on data, strategy, innovation and value versus only requirements management. The purpose of this article is to unpack what the transformed business analyst role should embody in this digital upheaval.
The general expectation from conducting an agile transformation is strengthening your ability to quickly adapt and respond on an enterprise-wide level. This article shares practical experience in three critical benefits.
Finding ways to get someone to do something is always much harder, more time consuming and expensive than simply finding people who want to do what you want them to do anyway. There is a recipe for activating this intrinsic motivation, and the ingredients are autonomy, competency and relatedness.
The idea that people always resist change is a lie, and it is extremely damaging to organizations seeking to increase their organizational agility. The truth is that people only resist changes that they either do not understand or for which they do not interpret there to be benefits great enough to offset the costs of their participation.
Ready to test your change management skills? Read “The Big Switch”, an interactive story that shows the importance of managing change. You’re the project manager of a print magazine that’s going digital, and your decisions determine whether the project succeeds or fails.