Forward-thinking organizations see culture development as integral to their business success. ctt.ec/f1S2r+ @morethan_sound
How Culture Controls Communication forbes.com/sites/carolkin… https://t.co/yM81RUS0ek
What is change management? c4cm.co.uk/blog/?m=201610 #business #changemanagement
The failure dilemma for change management #change #management #business c4cm.co.uk/blog/?p=843 https://t.co/ZNZzBUcnxo
What is the change resource problem? 2 items came across my consciousness recently which are not difficult to link.… twitter.com/i/web/status/7…
Corporate business consultants are discovering that effective management requires a continuous focus on the strategic objectives of the organisation. Click here to find out what this means for change
In a recent blog posting on HBR Nick Tassler wrote about three myths he has found in strategic thinking. I thought these ideas have just as much relevance for Managing Change. These three myths help to focus on doing the right things to make a difference with the resources available — sound familiar? Yet look around you, are you really focussed on making a difference or is there some ‘make work’ in there as well? My recent experience at meetings and consulting with a local authority have again awoken my awareness of the pervasive Parkinson’s Law.
In the previous blog I described the book
In particular I will re-cast the failures into the frame of organisational change. Click here to see what the failures are
Internal strategic change for fast growthI have written in the past about the need for change in an organisation being driven by strategic change outside. A recent article in the Harvard Business Review on Transient Advantage by Rita Gunther McGrath (one of my favourite management authors) shows that there are internal drivers for change which are just as powerful. This is particularly relevant for Fast Growing businesses.
McGrath identifies 5 stages of growth and decline that an entrepreneurial business goes through to seek and exploit a competitive advantage. She argues that a sustainable advantage (one that once secured is there for ever) is a fallacy and that competitive advantage comes and goes as markets and technology change. To continue to be successful a business should cycle through a number of competitive advantages by repeating her stages of growth and decline.
How can a PMO use qualifications to demonstrate added value?A major problem that every Portfolio, Programme, or Project Office (PMO) has is demonstrating added value that justifies its existence. This note explores the role that professional qualifications can have in addressing this issue.
