Are there any actions we can take to prevent the make-up of our portfolio continually changing?
There is a temptation to plan the full use of all available capacity when designing the change portfolio. At one level this even seems reasonable; would you consider employing someone…
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…