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Write You - Organisational Change That Lasts
Given the recent terrorist attacks, security cameras have taken on a whole new meaning in the 21-st Century. Previously, the thought of security cameras recording and keeping a record of people’s activities were met with strong resistance as a harmful intrusion on our freedoms. How could we allow anybody to watch us, record us and look over our shoulders? Is this not America?The ACLU and other legal watchdog groups would have been all over the courts to stop them before they became widespread. In the post 9/11 world we cry out for more protection, deman
The persons championing the change are usually high in technical ability but may possess a low level of situational awareness and have little or no formal knowledge of change dynamics. At the organisational level there may be no shared model of how change occurs and what levers can be adju
Branding is perhaps the most important facet of any business--beyond product, distribution, pricing, or location. A company's brand is its definition in the world, the name that identifies it to itself and the marketplace. A model may be beautiful, but without a name, she's just "that girl in that picture." Where would Norma Jean be without Marilyn Monroe, or who would imagine Coca-Cola as just a soft-drink manufacturer? A brand provides a concrete descriptor to customers and competitors alike, a name for a product or service to distinguish it from anythin
Over the last few months we have published articles with business process improvement ideas from lean, six-sigma and the theory of constraints. Many leading organisations have used them to transform their organisations. Yet many more have tried them and failed to obtain the exponential improvements promised. For all the popularity of various improvement initiatives and management fads that have come and gone, the truth is that in majority of the cases the changes made just do not last. Where lies the differencebetween both types of organisation? Seeing one initiative after another start out with loud bombast and end in a fizzle leads to disenchantment and loss of faith in management and its motives. It is therefore important to pinpoint the reasons for the failure of change initiatives and learn to avoid them.
Lack of Strong and Visible Support from the Top:
This is probably the most common cause of failure of many
improvement initiatives. The importance attached by the leadership of the organisation, as deciphered from their behaviours will determine the degree of momentum that can be generated and alignment that can be created around the desired change. Organisational culture has been described by no less than Larry Bossidy, as nothing more or less than the behaviour of its
leader.
Absence of a Systematic Change Management Process:
The persons championing the change are usually high in technical
ability but may possess a low level of situational awareness and
have little or no formal knowledge of change dynamics. At the
organisational level there may be no shared model of how change
occurs and what levers can be adjus
Electronic fund transfers is an innovative technique used to transfer money between concerned parties. This is relatively secure and efficient system that supports electronic payments and collections via electronic signals transmitted by wire. Electronic fund transfers eliminate the physical exchange of money and provides prompt service. For these transactions to be valid, people need to follow EFT payment instructions.All across the world companies are selecting electronic funds transfers over other transaction tools. This advanced and technological pr
Lack of Strong and Visible Support from the Top:
This is probably the most common cause of failure of many
improvement initiatives. The importance attached by the leadership of the organisation, as deciphered from their behaviours will determine the degree of momentum that can be generated and alignment that can be created around the desired change. Organisational culture has been described by no less than Larry Bossidy, as nothing more or less than the behaviour of its
leader.
Absence of a Systematic Change Management Process:
The persons championing the change are usually high in technical
ability but may possess a low level of situational awareness and
have little or no formal knowledge of change dynamics. At the
organisational level there may be no shared model of how change
occurs and what levers can be adju
Marketing Numbers UKMarketing numbers, already prolific in the United States, are quickly gaining popularity in the UK. They are emerging as a powerful business tool that many organisations should not be without. These are special telephone numbers which may be used to eliminate geographical barriers, generate revenue and strengthen brand presence.The major advantage for businesses of marketing numbers is that they are generally supplied with powerful number translation services such as voice and fax to email, time of day routing, call and fax br
Lack of Strong and Visible Support from the Top:
This is probably the most common cause of failure of many
improvement initiatives. The importance attached by the leadership of the organisation, as deciphered from their behaviours will determine the degree of momentum that can be generated and alignment that can be created around the desired change. Organisational culture has been described by no less than Larry Bossidy, as nothing more or less than the behaviour of its
leader.
Absence of a Systematic Change Management Process:
The persons championing the change are usually high in technical
ability but may possess a low level of situational awareness and
have little or no formal knowledge of change dynamics. At the
organisational level there may be no shared model of how change
occurs and what levers can be adju
Recently, I worked with several clients who requested that I give them one or two sentences (mantras) that they could take away from the session that would crystallize our discussion. Each of these clients had different work-related goals.This underscored how important it is to develop mantras to recite to yourself, to keep goals top of mind, and to help center yourself when the noise and stress of life pulls you in opposite directions. Our brains are much more aligned to remembering a few carefully chosen words than many sentences or 60 minutes of di
Absence of a Systematic Change Management Process:
The persons championing the change are usually high in technical
ability but may possess a low level of situational awareness and
have little or no formal knowledge of change dynamics. At the
organisational level there may be no shared model of how change
occurs and what levers can be adju
Throughout the United States many consumers and businesses are electing to purchase bottled drinking water instead of tap or well water. The trend is clearly on the rise. A recent study of the bottled water industry indicates that U.S. bottled water sales and consumption continue to multiply at double digit rates as consumers and businesses increasingly choose bottled water as a beverage of choice. (Source: International Bottle Water Association Press Release dated April 13, 2006, http://www.bottledwater.org) Many consumers are choosing bottled drinking water
The persons championing the change are usually high in technical ability but may possess a low level of situational awareness and have little or no formal knowledge of change dynamics. At the organisational level there may be no shared model of how change occurs and what levers can be adjusted to make it successful. Thus the change process is haphazardly managed and outcomes are not clearly successful, or sustained.
Absence Critical Elements In, And/Or Wrong Sequence Change
Management Process Steps:
One of the simplest and most generic models of change is that
described by Kurt Lewin. Here, change is seen as occurring in the
unfreeze change refreeze sequence. This sequence is not
alterable. Just as in the sales process (AttentionInterestDesireAction) you cannot jump from drawing the prospects attention to your offering, to demanding action in the form of patronage, so in managing change within the organisation the correct sequence must be followed.
The Change Management Process Change management has been defined as the process of developing a planned approach to change, and deals mainly with the human aspects of change, particularly the use of communication to clarify the vision, convey urgency and overcome resistance. A number of other models exist, which can be seen as elaborations of the Kurt Lewin model. These include the change formula and the Kotter sequence among many.
Vision X Dissatisfaction X First Steps > Resistance
The step of unfreezing the organisation in readiness for change is done by creating awareness and desire. This in K
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