C4CM™ is the only nationally recognised qualifications centre in Change Management.
Our qualifications are work based qualifications within the Qualifications Credit Framework. In particular they deliver the change components of the National Occupational Standards for Management and Leadership.
Designed for professionals in the business of organisational change, C4CM™ accredits a series of short modules in Managing Change. These can be taken as classroom based courses or as online guided learning.
A comment piece in a recent edition of the economist looked at lessons that the rest of the world can take from the collaborative projects in Big Science. Big Science is things like the Large Hadron Collider at CERN at which the existence of the famous Higgs Particle was demonstrated to world wide interest.
The Economist author took away two interesting lessons from this article:
Postpone decisions until the latest possible time.
Challenge all assumptions and assertions — the only limitation is that imposed by fundamental physics.
Recent data reported by Prosci show that both the amount of change expected by organisations and the number of organisations saturated by change have increased. This is a gloomy outlook given the problems most organisations have in doing change. Lets put these three ideas together and see what can be done.
In a recent blog post on the Harvard Business Review web site Behnam Tabrizi reported on some research he had undertaken on why change and innovation (a pre-curser to change) didn’t work. The article is focused on Leadership but I found some powerful snippets about doing change.
The key to a successful strategic change is to change the things that matter to an organisation’s survival; and leave the things that don’t matter to operations.
In his seminal paper ‘What is strategy?‘ Michael Porter argues that effective operations is necessary for survival, but not sufficient. Strategy is always needed. So I am going to argue that strategic change focusses on delivering the edge that enables a successful strategy to deliver not just survival but longevity. To achieve this a strategy must identify those activities that will make the difference for the organisation. Of all the things an organisation does only a few are critical to its survival and hence its strategy. It is strategic insight that identifies these activities.