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 number of recent news items and blog posts in the technical sphere are signposting the UK Government’s Universal Credit programme as the next Government blunder. See our recent blog posts on human bias and systemic problems lessons learned based on a recently published book by Prof. Anthony King and Sir Ivor Crewe called The Blunders of our Governments. Put the two together and the future looks bleak because another part of the government appears to be incapable of learning lessons. Why is change so hard? Because people won’t learn from the past!
A book I have just finished reading contains some excellent ideas for avoiding a complete failure in a change. The book, The Blunders of our Governments by Prof. Anthony King and Sir Ivor Crewe describes a series of major blunders by our governments. In each case a government minister set out a radical change in the way things are done and ended up wasting billions of pounds and abandoning the change. The most famous is the introduction of the poll tax; but there are eleven biggies in here. As with many significant change failures, its not just the government that is hurt (well its the taxpayers that foot the bill for these in-competencies) but also customers: you and me (who are also tax payers). Similarly, those at the top who should be accountable seem to have the traditional punishment of promotion and whitewash. The authors identified errors in human thinking and system errors which led to these blunders.
In the last few months two organisations have announced standards to define the role of the Change Manager. We wait for years for the role to get a formal definition and then two turn up at once.
We believe that these standards are an important development in the maturity of managing change as a subject and especially for the role of the Change Manager. They indicate an increasing awareness of the need for the role and the need to define it professionally. Below I work through the importance of these standards, their context, and the dangers they may present.
The new year party is over and everyone turns to wonder what the new year will be like. And then you start to think about what are you going to do to make it better and different. Of course there are plenty of articles and blogs to suggest some ideas — and this is one of them! In this context a blog by Rosabeth Moss Kanter stands out with some excellent ideas about doing change.
Three things popped into my mind this week: a paper in the recent Sloan Management Review about the basic question every project should answer; a graphic in a book about project types due to Eddie Obeng; and recollections about reviewing projects. They all revolve around the question ‘why are we doing this project?’. The answer for a change project is the list of benefits! But obviously tackling the question is harder than you might think.