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Management of Change

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A Good Way to Change a Corporate Culture - Peter Bregman. By Peter Bregman | 1:53 PM June 25, 2009 “I’d like to talk to you about a big project,” the woman told me on the phone.

A Good Way to Change a Corporate Culture - Peter Bregman

Change Management vs. Change Leadership. Conner Partners. September 17, 2013 Since 2009, I have authored more than 70 series (200+ separate posts) under the Change Thinking banner.

Conner Partners

I have much more to say about why I feel who we are as change practitioners is at least as important as what we do. How we show up when serving our clients—the character and presence we bring forward—is a neglected aspect of practicing our craft and I plan to keep blogging about it for as long as you continue to tell me you are interested in the subject. Improvisation May Be the Key to Successfully Managing Change, Says MIT. Improvisation May Be the Key to Successfully Managing Change, Says MIT January 10 2012 by ChiefExecutive.net Agility , flexibility, improvisation – a company’s ability to quickly change is crucial to its long-term success.

Improvisation May Be the Key to Successfully Managing Change, Says MIT

MIT’s Leadership Center published an article by professor Wanda J. Building Change Capability: A CMP Conversation. At our most recent Change Management Professionals meetup held at SHK we were delighted to see some new faces – people who worked on the peripheral of change management or wanted to develop further skills.

Building Change Capability: A CMP Conversation

One of these new faces (Aaron Robinson of Ubeetech) volunteered to do a write up of the event — and what a write up it is! Bravo Aaron! I’ve included the write up as download at the bottom of the post * . Thanks also to Rebecca Cattran for hosting, and SHK for providing the venue. Introduction Recently I attended the July 18 – Melbourne Change Management Professionals Meet up, allured by the promise of Building Change Capability over a glass of red wine. Below are some of the notes from our Meet up and I can’t wait until the next one. 17 Must Ask Questions for Planning Successful Projects. 16 Mar2008 Why do some projects proceed without a hitch, yet others flounder?

17 Must Ask Questions for Planning Successful Projects

One reason may be the type and quality of the questions people ask at the very start. Below are 17 insightful queries that can expose the uncertain aspects of your project, and thereby help you avoid expensive surprises later on. 1. How Would You Describe Your Project? Explain as expressively as possible the ultimate, "big picture" vision and purpose of your completed endeavour. 2.

What are you trying to accomplish? 3. Examples of audiences or beneficiaries include: Clients, customers, customers' customers, local communities, wildlife, students, and specific population segments. 4. Examples include: Books, publications, studies, reports, manuals, video, audio, multimedia productions, tools, instructional materials, graphics, software and information systems, websites, databases, widgets, and special equipment. 5.

360 Blog: Leading Change: Passionate peo... How does a company unlock the power and passion of talented employees around the globe to accelerate a transformational vision?

360 Blog: Leading Change: Passionate peo...

That’s what I wondered three years ago when I volunteered to be a member of the Guiding Coalition at NetApp. I discovered that there is a fantastic way to bring more people together to act as change leaders, and it is one of the most incredible activities I’ve been involved in during my career. Back in 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation that leverages the urgency and passion of employees across the business. Collaborating with Harvard’s respected professor Dr. John Kotter and the team at Kotter International, Rob sponsored a Guiding Coalition team to function as a foundation for accelerating change leadership. Cure Your Company's Allergy to Change - Brad Power. By Brad Power | 10:00 AM August 30, 2012 Many organizations suffer from a tragic pattern: The chief executive officer launches a new change program with great fanfare and intentions, only to shelve it a few years later with little to show for great expenditures of time and consulting fees.

Cure Your Company's Allergy to Change - Brad Power

How can you break this cycle? Consider a health insurance company that has been struggling with change programs gone haywire for quite some time. A few years ago, the chief operating officer launched a customer quality initiative to improve six core processes and assigned executives to “own” each process. But in the budgeting process, the initiative got little funding. But this wasn’t the only improvement initiative to peter out in the company.

Leading Change: Three Major Misconceptions That Hinder Innovation. These days almost every organization is discussing the need for innovation.

Leading Change: Three Major Misconceptions That Hinder Innovation

There is no CEO that talks with me about the company’s strategic drivers without mentioning ‘building more innovation power’. Every government is claiming innovation to be one of its key economic drivers. Innovation is hot. And of course it makes sense! In my previous post I described the difference between focus on sustainable value creation versus focus on short term financial growth, and how the latter can jeopardize a company’s future success. The point is, there is so much talk, discussion, and buzz going on around innovation that it makes me wonder: do we all really talk about the same thing? 1.