|
Change Management
|
Managing Change; Ten Signs of Organisational Decay
Organisations that regularly take a good hard look in the mirror at themselves tend to avoid the worst of sudden changes in fortune. They may choose to do so at their annual retreat or at an annual challenge session where the executive team complete a “what if” analysis to see if their strategies and tactics are still suitable to achieve a goal which is still appropriate.
Organisations when facing the implications of a sudden change in fortune that complain about their bad luck start or continue the steady decay into irrelevance.
|
|
Business Process Management;Company Policy
All organisations I have worked for and with, have had a tranche of policies which are out of date, do not fit the environment in which the organisation now finds itself and cause significant levels of inefficiency and ineffectiveness.
The solution to this often unseen problem is to review all policies and processes, which are three or more years old, for their purpose.
|
|
Myths in Transformation and Turnaround
There are many myths in transformation and turnaround. This article highlights some of the myths in the marketplace associated with this change management in the areas of strategy, leadership, cost cutting, downsizing, growth in Asia, etc.
|
|
Change Management and Decreases in Innovative Spirit
Any time there is a change in management at the corporate level it can cause a conflict with productivity, efficiency and innovation. For those companies that rely on innovative spirit to propel their profits such decreases can spell disaster for the department or division. Consider if you will a project manager who is rapidly reassigned to another division or another important project.
|
|
Change Management and the Affects on Productivity
One of the biggest concerns and the reason why so many consultants and MBA business schools study change management is because it directly affects the productivity of the company and the efficiency and the use of the organizational capital, which has been already established at the management levels.
|
|
Six Habits of Highly Effective Teams
Anyone who has spent time in software development organizations knows that some teams seem to achieve superhuman productivity, and some teams just can't seem to get anything done. I think that the ratio of productivity can be hundreds to one, no matter how you measure it. What is it about Highly Effective Teams that lets them make so much progress with so little effort? Here are some the characteristics of these super-teams.
|
|
Are You Prepared For a Seasonal Change?
The amount of sun light that you may receive throughout the year is a variable linked to seasonal development. If you start to observe this seasonal cycle at the beginning of the winter season, than the days -– that part of the day with daylight -- will increase every day, but only with a differential of seconds or minutes. Than, before the summer is even started the lengths of days start to shrink again.
How do we confront these changes that are not to discern on a daily basis?
|
|
Change Management Time for Dell Corporation
When should a company consider change management? Most would say when the management is unable to perform up to the optimum level that is required to maintain shareholders' equity and quarterly profits.
|
|
Change Management Is Coming Again in the Auto Industry
With all the problems at the US Automakers we have seen lay offs, stock price declines, profit estimates slashed and some shake up at the top as well. That is right Change Management has occurred at many of the Top Companies such a Ford Motor Company, DaimlerChrysler and General Motors. Still industry analysts say...
|
|
Show Me The Money!
Around the world's coffee machines, talk about the culture of an organisation and its impact on performance wastes thousands of hours a day. We talk about the results that would be possible if the culture were just right; we complain where we see issues of organisational culture impacting performance.
Talking is one thing; what’s rare, however, is real recognition of the fact that great leaders explicitly manage the culture of their organisation. They understand that results are not only linked to culture, results are the expression of an organisation's culture.
|
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
11 |
12 |
13 |
14 |
15 |
16 |
17 |
18 | 19 |
20 |
21 |
22 |
23 |
24 |
25 |
26 |
27 |
28 |
29 |
30 |
31 |
32 |
33 |
34 |
35 |
36 |
37 |
|