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After a successful implementation, management support for the change seems to have faded
History shows how change initiatives ‘wither on the vine’ without continuing management attention and support. After a change has been transferred into day-to-day operations, and management focus turns to new…
No-one in the business seems to be standing up to take ownership of the change
If change is to stick, the business must take ownership of the change products – make them their own. This means that the business must be engaged from the start…
Delivery was considered successful, but following implementation the business appears to be struggling with the new work practices
Unless line management and staff have confidence in and understanding of new working practices, they cannot readily integrate them into their day-to-day working. As a result, they will fail to…
We are asking people to change their way of working day-to-day. How do we make that happen?
Directed change brings discomfort for most of those on the receiving end of the change – at least in the short term – and usually means their doing something wanted…
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Are you responsible for a project portfolio? Are you about to move into the role of a portfolio manager? Do you work in support of portfolios, for example in a project office? If you have answered yes to any of these questions – this master class is for you. For…
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Network Rail – developing project and programme capability
Network Rail is committed to a major projects improvement programme and, recognising the skills challenge, went out to tender for the supply of training and development for all their project,…