When Change is not a Change Anymore
Organizations change. They must change, or they disappear. Amidst change, they then struggle to ensure that the different changes they implement are really creating value. Often, change is perceived like a goal in itself, organizations implement change for the sake of changing and are stuck within a continuous changing loop, accumulating layers of permanent change which appear to be counter-productive, demotivating and dreadful for the organization itself.
In this session we'll explore how to determine if a change has to occur, and how to ensure it delivers value. Through stability, when the change is not a change anymore. In the Project Management world, and in the framework defined by PMI® with the PMBOK Guide®, the Program Management Standard and the Portfolio Management Standard, our organizations create the conditions for change (Portfolio Management), assemble the triggers for change (Project Management) and finally deliver the change itself (Program Management) by developing new capabilities.
By developing this continuous processes, some might think that change is an ongoing iterative process, that evolution is a never ending flow of emerging changes. Actually, it’s not. If the flow of change is continuous in the organization, it doesn’t have the time to absorb the change and realize the expected benefits.
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