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Home arrow Management arrow Performance Management for Agile Organizations: Overthrowing The Eight Management Myths That Hold Businesses Back

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Characteristic # 9—Managing Change

I define change management in this instance as managing the enterprise’s transition to its vision; its desired future state. Change and agility are inseparable. People—even though they don’t necessarily feel comfortable with it—understand that change is inevitable, and even desirable. Managing any change successfully has three essential phases. First, there is a perceived need for change. Without an apparent need for change, there’s no pressure to deviate from the status quo; the proposal gets put in the “too hard basket.” Second, there is the need to execute the change efficiently and effectively. Implementing change is about accomplishing actionable outcomes. And third, the change needs to be tested. Once a change is realized, the results require evaluation. What lessons have been learnt? Has the change been successful? How could it have been done better? are some constructive questions that should be addressed. Most change management initiatives fail because at least one of these three phases have been poorly thought through and executed. But agile enterprises—always in a state of flux and change—carry these three phases out better than most.

 
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