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Managing change in today's organizations is not easy. Those companies that get it right win a significant strategic advantage over their struggling competitors. Leslie Allan shows how you can apply a practical change management process that will help you gain success on your next change initiative.
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I love to drive, and I always have. In fact, other than in a shuttle bus or a taxi, I am seldom a passenger. I probably got this from my Dad - he always loved to drive too. And, because driving is a skill that becomes subconscious for most of us, I typically drive on auto-pilot.
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I've discovered that change is a shape shifter. Let me explain. At the end of March 2003 we had Tom Antion, a guru on internet marketing, run a workshop for the New Zealand National Speakers Association, travelling down from his home in the USA. I'd attended two of his Butt Camps in the States over the previous three years, before we managed to lure him down to our lovely country.
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Responding to and initiating change in today’s organization is a prerequisite to maintaining or gaining competitive advantage. Yet many organizations fail in bringing about worthwhile change. If you are tasked with leading a change initiative in your organization, then this article is essential reading. Leslie Allan provides a starkly honest and compelling overview of what it takes to be a change champion in today’s business environment.
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Much has been written on how to combine the technology departments in mergers and acquisitions. This article serves to discuss the issues when companies break-up and joint IT must be separated. When companies grow through mergers and expansions into so many different businesses, there often comes a time that a particular subsidiary gets spun-off. As this new spin-off company begins to build its own organizational infrastructure, it typically leverages the IT of the parent for a period of time.
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Problem solving, which is our conventional approach to change, is instrumental in creating resistance and slowing or neutralizing attempts to create change. However, every person or organisation has inherent creativity, capability, imagination and success and if we begin from this perspective then a new approach to change is possible.
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This article provides guidance on change management for organizations that are specifically undertaking or contemplating a shared service or business process management (BPO) initiative.
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There is a direct and very defined connection in one's personal managerial-leadership style among others and one's age or generational segmentation. The abilities to fluidly connect, understand, respect (but not necessarily agree or disagree!), and motivate the generational segmentations in a business organization will be the differentiators between greatness and significance.
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This article is designed to provide guidance for executives, managers, and specialists, who are involved in leading the strategic direction of their organisations. In this article we consider the manner in which they should lead as the strategic plan is implemented and as it establishes new working practices and supports the reshaping of the organisational culture.
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Change efforts are delicate, and they require finesse . . . they can't be taken lightly, and they must be communicated from the top to the bottom of the organization. These 3 very important strategies can support you in making each change initiative much easier for both you and your team.

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