Change Management – Top 10 Critical success factors for a successful Change Programme


It is a truism that the only thing permanent in life is change. Anyone who does not remain is likely the reverse gear. Wisdom suggests that it is not possible to avoid before the decision is better to turn it to advantage. It is important to know the factors that are critical for the success of change programs.

1) Effective and committed leadership. Change is a difficult exercise, hopes of success will be low commitment on the part of leaders. There is always the fear of leaving a comfort zone for the unknown, the leadership has a major role to play in maintaining the confidence and calm the nerves. No matter how difficult the task may be the way one is committed and to take measures, Providence also moves too.

2) A clear and compelling business case for change. As part of the first steps, the bridge on the idea should be based clearly links it is already known and accepted that it is designed and unknown. If stakeholders are not seeing the importance of the proposed change to promote common goals and objectives, comparing them together can be difficult.

3) Full and active stakeholder engagement.

4) Focus on the long-term benefits. Most change programs will be teething problems that might cause disruption to business, increase in costs etc which will lead to short-term losses. The long-term benefits should be the driving force and focus to ensure pprogramme is not derailed.

5) Effective and strong communication to avoid miss-information and worsening fears.

6) Monitoring and evaluation. A program that is not closely will most likely go out of the way. There should be continuous monitoring and periodic evaluation to assess the relevance of the program to succeed. This includes setting benchmarks, establish milestones, establish key performance indicators and good feedback system.

7) Organization culture and values. Since culture and values ​​are negative towards change, it is likely to be against. Most of the time change heralds an opportunity that no one turns from good to bad, so it is best if the change is always seen in a positive light: assume, receive and utilize it for progress and long-term survival. The power of change is usually beyond any organization can resist; it is like a moving train you either jump in and go with it or be left behind. The risk of being left behind is this: those that matter most (customers) are on board so you can only be behind the rust

8) sensitivity to business and diversity issues .. interests, feelings and concerns of all must be respected and taken care to make the changes sustainable.

9) supportiveness. It is important to identify and weak and ensure they are not left behind.

10) capabilities. Organization must be ready for change before change can succeed alternatively road blocks, apathy or even deliberate attempts to sabotage the program.


Change management failure – Change scares people


very few embrace change well. Therefore bodies not to implement the change means 70% of the time. Change management mistakes often lead to the destruction of the organization. Stress going up exponentially with the increase in the changes, leading to strong resistance to change, internal conflict and loss of productivity. In a rapidly changing organization number of days off because of the “sick” license increase organizations that do not perform well and right.

We live in times of rapid change in almost all areas of life. People feel less safe in their family, their jobs and their future. Trying to implement changes in such conditions can be “the straw that broke the camel’s back”. It appears that stress are increasing, creating less tolerance for personal change and increased use of drugs and alcohol. If you are a manager or business owner consequences ultimately come to rest on your shoulders.

There are dozens of theories about why organizations behave as they do. And even more why people resist change and will often self-sabotage rather than let the establishment cause amendment. The Whitehall report clearly showed that people who believe they have little or no effect on the environment carry significantly greater stress than in control (sorry Mr. Manager, I know you thought you bore most of the organization stress!). Does it simply adds more stress to the already heavy load.

Simply put smart manager will recognize the needs of his / her people and to implement policies to incorporate those needs in the change program before anything else begins. This requires a very specific evaluation and communication process that often is beyond knowledge even the best people managers. Get it wrong and you will pay the price.

So this means, avoid change of organization? Should you avoid being a failure statistic by doing nothing? Unfortunately this is also a disaster in the fast moving world. You’re damned if you do and damned if you do not. So you might as well get it right the first time.

The resistance to change stems from fixed pattern to develop on an unconscious level. Just as our unconscious mind learns how to walk and talk when we are very young, so it learns patterns the behavior and handling social situations. Something that tries to move away unconsciously driven way will meet with resistance. You often see this when you go to motivational and life changing courses. I feel great in 24-48 hours and you feel like you will change the world, but 98% of us end up back in the same patterns within days. It is our unconscious mind is not like changes and creates all resistance.

But if you handle it right, your mind will do what it is told to do. Current methods of changing the way the mind reacts to its environment have significantly improved in recent years. Even severe trauma that has had a lifetime intrusive impact and pass appropriate interventions can now be removed in time, not years. The same methods change work with organizations. In fact, the entire organization, or the part, behave in exactly the same way as individuals when it comes to implementing change.

The secret is in the process of understanding and communication. You can not just talk to the staff and expect them to graciously accept a bid to turn his life upside down. Such stress-causing methods are destructive of freedom and tend to produce illness and sometimes death.

It is amazing that many organizations have multi million dollar budgets to implement changes to the program, but then forget about the heart of the organization, people


Change Management and Transition Management


Global competition, challenges, business objectives for higher profits, requisitions or change management; All these factors call for a parliamentary change management.

British Airways had to change its approach to content management on the Internet, Cadbury had to deal with international changes with the redefinition of cultural and communication barriers that, HP had the CEO’s resignation in 2005 and Kelloggs acquired Kebbler in 2001 resulted in almost double in their business and income. These are to name some companies that had faced different faucets management and were well change their plans.

Ever wonder what was the single most important factor that all of them do not undermine what level? It was the focus towards employees. This company never managed to understand what employees needs are, and how to manage change with them with so much internal and external changes happening with the organization.

This is exactly what transition management is about- it is to manage people in a way that they are groomed and directed the final changes needed to achieve. Most managers get around the decision of the employees who would be involved in the process, change their tasks, job duties and the deadline it has to be; these are the methods of change. The intricate details of the management of people who have to work to change are taken into view by the transition management.

Most companies complain that their work force resisting change, De motivated and shows little co-operation in adapting to change. Even the best-designed policies and practices were not in use, if they are not communicated effectively to employees and they carry it out with full commitment.

Take it step by step, notifying any change in the organization; there are several milestones that employees go through. The first stage is where workers are complete denial or resistance changes expected. The second one is where it leads to panic among employees and they begin to realize the impact of the change. The third is when they take a turn and begin to realize the positive side of change would come to them. And fourth is when they start actually deliver and achieve the change related to performance.

As transition manager, it is the second and third stages where workers need to be communicated effectively, training and did understand what the new process is all about. All setup information should be attributed to management to understand how they can better process for employees.

therefore remain positive as a leader, trust employees and give them all the resources needed to change. Help employees at every level for better integration, encouraging and supporting them through constant communication. And when change objectives are achieved, make it a point that you celebrate with your employees.

This is how the transition management acts as the back bone of change.


Change Management – Anatomy change


Companies need to change frequently. Some of these changes are beyond driven by competition, economic considerations, legal changes, etc. Some are driven within the growing need for efficiency and effectiveness, changes in personnel, new products and services, new technology, mergers, etc. Some are driven by a leader who sees the current way is not going to be enough for the future. This leader is challenging the status quo to create a better way.

Change is a major challenge for every company. Change task will be to deal with a number of variables. Remember that you lead people, you control things. Some of the leadership of the parameters are coming necessary changes, enroll people in shifts, setting expectations, support before, during and after the modification, handling turf wars, forming and leading teams, being second guessed, handling emotional reactions, especially since accidentally shooting up, etc

management parameters are implementation plans, budgets, timelines, quality and quantity of staffing, process changes, technology, deadlines, commitments, recovery plans, training, reporting, disturbance from operations realized etc.

Leading change effort is a very demanding role.

What Change Management is NOT

Some changes are purely tactical, such as replacing the machine on the shop floor or change the order of the accounting process. This usually makes people to approach the work in the same way as always. These changes can be considered to be more of a training issue and require a minimum amount of change.

What is Change Management

Change management is invoked when a new way of affecting the mutual people and processes across a wide part of the organization. Material changes in the institutions entrusted always ties and new ways to approach the work. Change management is the ability to affect Sufficient organization much commitment and enthusiasm for the change. Change management is a thoughtful process based on all the factors that need to be addressed to ensure that the benefits will offer a new way to work.

need to make changes decided by the top leaders of the organization. A small group among managers and people lower in the organization usually determines policy. The technology should be determined by a larger team or multiple teams composed of people from all levels of the enterprise and all concerned sectors / departments.

The flaw in most of the old change experiments to the human dimension is largely ignored in creating policy. However, with changes integrated stakeholders in the change process planning. Stakeholder involvement is essential for planning and implementing change. Consider employees stakeholders and not just the objective of the changes

There are three basic ways to major changes institution: ..

-Work on the subject, people will follow

-Work people and materials

-Work with people on the subject.

WORK ON material, the people will follow

The first approach is the industrial age that is used by many hierarchical companies. It looks at the employees as part of the machinery. They are part of the problem. “I’m going to organize it. They do what I tell them to do.” This method ensures maximum resistance.

This method is slowly disappearing as companies realized that more humanistic approach to manage their personnel produces better results. However, it is still prevalent in many old line companies.

(Side note. In times of high unemployment, companies and leaders with more autocratic tendencies tend to backslide into this mode as they know the fear of job loss brings compliance.)


The second option is employed more often today. Companies have more experience of change and recognize the value of activities that reduce resistance to change. The goal here is to move them as quickly as possible on the other side changes so we can get back to business as usual. (Notice us vs them?) It can stretch a little point, but this approach is people still seen as part of the problem, the people and the process needs to be “fixed”. However, management uses a little more finesse to deal with people problems. This method may be more communication about what we (administrators) have decided to do and why. Achilles heel of this approach is that it is still the top-down approach. It works to make people change by applying a force from the outside people. It focuses on the behavior of employees, skills and actions and asks them to leave. It does not intrinsic motivation. This approach leans toward the mountain workers who targets change the idea that they do not have any value to offer. They are still part of the problem.

work with people on the subject.

The third option comes from another perspective. The first two options are to try to maneuver the current structure to make a “new thing”. The third option asks the question: “What do I need to do to change the current structure to a whole new level.” This is the same thought process as “Because I have my perspective, what I need to do to energize my followers”. The solution is to work with them. This method tells people that we are all in this together and offers them in the change process to plan and implement solutions. Participation will encourage most of your folks. They work every day. They know more about the details of the job than people higher in the organization. They will come up with ideas you never thought of. When they know what needs to be accomplished and why this solution was chosen, alteration is much smaller. The change moves forward with a much greater level of cooperation

Go Change management – .. the role of leader for the key to successful change


Change Management: 5 Interview Tips for Process Improvement Consultants


The process of change consultant, I spend a large part of my time interviewing staff at all levels of the organization to understand the current state of the process and organization appetite for change. Every interaction I’m constantly watching the body language, define power dynamics, build confidence and determination of the level of resistance or openness to change. Effective interview techniques are important to the success of any process of change management project. The following are my Top 5 Tips for consultants (or any) paid by adding and therefore change, business process.

1. One size does not fit all – not fixate on one solution

I believe the number one mistake advisors make the change management project is fixating on a single solution that they consider will solve the problem. There are many factors within the agency that can prevent a new process is working correctly. In interviews, keep the solution itself and instead focus on asking probing questions to determine whether a solution is reached for the organization. For example, if the solution is to implement a new automated system, you need to evaluate IT qualifications of employees who will be using it or whether a system meets the agency’s corporate IT standards, etc. Just because the solution has worked for one company does not mean it will work again. If you present a solution to customers that they are not to perform or present, you have failed to conduct effective interviews with Phase 1 of the project.

2. Leave No Stone left unturned – Engage Every stakeholders

process improvement projects usually affect a large group of employees and cause a small ripple effect in other departments or certain employees outside the main group. It is easy to overlook or underestimate the impact of peripheral stakeholders due to the demands to meet deadlines and create change urgent. However, in order to successfully complete the project, each person should be hired and interviews to ensure the changes do not cause such adverse problems that the project is considered a failure and your reputation is tarnished.

3. Do not be afraid to actively manage the conflict or politics

We all know that most organizations are rife with passive (and sometimes not so passive) conflict employees and political game. In my experience, this is the leading cause of project failure because people were not (or want) to work together and align their priorities with the organization. It is important to know the conflict or politics that can inhibit the activities and the main way to do this is through interviews. Once you have identified the problem you need to decide how to actively manage the situation in order to succeed.

one client projects I planned a meeting with two executives and put issues on the table and explain why the project could not proceed until they reached some kind of understanding and compromise. This was very good at that particular task with a particular people, though each situation will be different and I would study personal training to round out people management skills when dealing with employee conflicts and corporate politics of the project.

4. Always get ideas and give credit

During the first exploratory discussions my interviews on the project I always close the interview to the question “What would you do to improve / resolve this situation? “. As a consultant your role is to consider the complexity of the whole problem and propose a solution and implementation plan that will achieve greater operational efficiency. While you’ve been hired to process change management experience and knowledge, you should never underestimate the ideas and input of Agency staff (Those who are closest to the action and will finally perform live with the changes long after you’re gone). If the solution you present management involves the concept of worker, be sure to give them full credit. This will continue to build confidence and encourage staff to change champion.

5. Location, Location, Location

When scheduling interviews, make sure the location is right in the conversation and seniority of the person. When in doubt, ask a personal assistant or administrative assistant that meeting would be appropriate. However, when it is possible, I try to conduct one-on-one interviews with the desk person. Often this gives me a “better feel” for culture and I usually get more information from the interviewee that they can provide information immediately. The main draw back though, is that you often need to be very skillful in keeping the person focus and material to cover all the questions within the allotted time.


Change Management – The ITIL Way


Many organizations with small IT department, often fail to establish standardized methods and policies to manage change. Therefore, they catch the haphazard and Ad-hoc practices resulting in utter mismanagement change. We recognize that changes in IT can come out of some reactive responses to problems, or as external imposed requirements, eg legislative or regulatory imperatives, or out of proactive quests for optimization, or just as business improvement initiatives.

The Information Technology Infrastructure Library (ITIL) defines among other areas of service management, standard operating procedures and management practices to allow the organization to manage changes within the IT infrastructure. ITIL was originally created by an agency CCTA under the auspices of the British government and ITIL is a registered trademark of the Office of the British Government Government Commerce (OGC) .The challenges and risks in successfully managing IT changes are many. For many popular departments or divisions, the ITIL Change Management doctrines work as a guideline, that integrate seamlessly with its associated network of service management forces like configuration management, service desk, request management, service catalog management, service level management and others.

The success factors in IT Change Management are basically dependent on the organization’s ability to defend it changes protect existing services in the change implementation and its aftermath, and also effective quick and accurate changes based on business requirements. Objectives ITIL aligned Change Management process embrace many aspects – setting the policies and guidelines that frame the methods and techniques of efficient change handling, construction creating role-based incumbents as change manager (s) or change coordinator (s), formalizing a change assessment and approval examination body often known as Change Advisory Board (CAB), making visible Forward Schedule Changes (also known as change calendar), publishing contextual service availability reports and, among other things, communication and post-change notices and implement changes after the review.

Is it necessary to have a tool or application to manage IT Change Management ? Not necessarily. But it is absolutely necessary to have a well-defined process and a set of strictly enforced guidelines. That is why ITIL principles are basically process-driven, which can be performed without any ITIL compliant Change Management application, or tool. The ITIL key-activities recommend who, how, when to (i) register and accept proposed changes, (ii) to classify, prioritize changes, (iii) perform risk and impact assessment, (iv) coordinate change approval, (v) a plan and coordinate change implementation, (vi) conduct by change auditing and (vii) periodically disseminate management information and reports.

One critical aspect of change management is obviously to reduce any change related risks. It is necessary to have a clear overview of the relationship-network of all services, applications and CMDB repository items. The question is to ask: How many applications / services are to be directly and / or indirectly affected by this change? The next question is to know, in connection with the company How critical Are committees service? If this assessment leads to the answer that the proposed change is fraught with danger, the proper strategy to reduce should be available.


Organizational Change Management


Why is it difficult for people to change and adapt to new situations? What is the main deterrent? Approaching this problem psychologically could prove good use. This might be a myriad range from the ridiculous to grave. The foremost may be the fear of a long time or be denigrated work less meaningful. In short, fear of failure could be used as an umbrella term to cover this insecurity. Organizational change management could be solved better either changing individuals by placing them in training professionals or change the methodology to implement the change. Either of course be carefully oc.

The underlying presumption of organizational change management is believed that it was possible to change anything if desired. . Therefore, organizations should go ahead with the same determination and confidence, and it shall be

certain steps that might be useful are:

• Communication: This is probably the first step. The outlook on the report early to give time to employees to prepare for it. A sudden jerk is a certified recipe for disaster

• Planning :. The methodology must be such that each game is clearly organized and well thought of. It should not be unprepared and done in a jiffy. Organized change not only meted out well by the staff but also gives better performance

• Participation :. The team spirit and the ability to work as a team come to the test here. Any successful organizational change management would have greater employee participation. This makes them feel desirable and important. This improving the individual and team productivity. Participation works better than laying group duties and responsibilities every day. This is also a clever maneuver to work and overturn the dispute and collect valuable feedback from some experienced and talented people. This exercise is more than one benefit would strengthen the implementation of the plan

• Be Resolute :. If you are convinced that change is necessary, be firm in your counsel. Keep standing even if you suspect sails against the wind. All you have to do is to convince the maximum and important people to come to your side. Of course, you would always lose people travel but it is everywhere. This also makes room for new talent better

• wait for the result :. This is the most crucial part of the whole process. Now that you have been implanted changes in your business, you do not complain about the delay performance. It would make the changes take time to be effective. It is not magic after all. Be perseverant and do not doubt action unnecessary.


Change management in the public sector; DHS


Change Management situations can occur anywhere and sometimes they live in conditions that are so severe that they definitely could threaten national security. For example, the upper management changes in the public sector as in the top ranks of computer and cyber security division of the Department of Homeland Security, for example. Just imagine the importance of the top places keep and possibly chaos and controversy that could occur if someone leaves suddenly?

Next realize that such a deviation of temporary power and leadership vacuum and allows security holes to be forgotten for even a short time. Well this is what almost become the Department of Homeland Security as Director of IT and by the leadership was not immediately filled. Luckily for urgent action by the top leadership of the problem was averted from becoming serious. But realize that it was not some real timely executive decisions and some strong bases secondary lead.

Yes our nation is safe, and that the point of this case study is valuable at all levels of public and private corporate leadership that just because the change is no reason for the chaos in short. Perhaps you will consider this as you read the case studies of change with those who seek and teach in Management Sector? Think about this in 2006.


The importance of leadership change process


Change within organizations can take many forms and involves different types of organizational action. The pursuit of organizational change is usually connected in one way or another to the goal of improving performance and productivity. These ends can reach through various organizational change. Some of these changes are growth, modernization or improvement and development of skills; a reduction in the workforce or restructuring; through restructuring or changes; or a combination of these. The way in which the transformation takes place is the creation relies almost exclusively on leadership style and culture that exist in the company. This is one of the most important reasons that leadership is critical to the successful implementation of organizational change.

Leadership is a key element in a series of developments that organization vision, implementing change and guide employees are connected in a continuous process. Maintaining a culture change requires a type of constant effort and commitment that only leaders can properly manage. Especially in times of uncertainty and change, look Workers leader figures in the organization. Leaders are the key to a concrete vision for change, direct it and strengthen it at all levels. Without the vision and guidance of the leadership, productive change is not possible.

Another reason why leadership is so important to the process of transformation associated with the external environment. Leaders serve as a go-between between the internal and external environment. Just as the leaders do not exist in isolation, nor their organizations. Leaders must be in line with the external environment in which the role of the organization as well as its own internal environmental organization. In times of change, leaders mediating between the two to balance by ensuring that neither conflict with its counterpart. The effective change in any organization is reliant on proper handling of leadership is these environments and the ability to adapt the policy to changing circumstances.

The distinction must be made between the leaders of change and change agents. While the former usually hold senior and top management, the latter can be found at all levels within the organization. The successful implementation of change depends on the assumption that strong leaders want to cultivate and support change agents with training and development, and equally important – listen. Focus on developing and strengthening the change agents is a critical part of the change process that only leaders can complete.

The difficult process of change, be good leaders atmosphere of trust between themselves and their employees, thereby promoting the faith that things will get better. This makes dealing with radical changes easier on everyone. On the other hand, poor leadership creates hopelessness, which, if not properly addressed for the implementation of a change may eventually lead to failure to change.

Leadership entire life cycle planning process key to successfully achieve a healthy transformation.


Managing Change – Why Change Management Fails



The most common reason cited for the failure of change management efforts is the resistance. It is a cop-out. It’s always going to be resistance, it is a normal part of any change management program, successful or not. The degree of resistance work out is determined by other factors.

Five elements

I believe there are five main reasons why change management efforts not

indecisive Leadership -. Study leader change management program is extremely safe and subject matter expert in all aspects of the process to change, they are going to need help. It will be planning for change, where leaders will engage in other risky, take stakeholder concerns and more until a plan is mapped out.

When the program is in place, the leader must shift from this engaging work style to one that is much more directive. The discussion is over. The change is in progress. It’s time to get on board or get out of the way

Directive without the support of -. When the leader has made clear what the organization is expected to do, they need to have insight to separate legitimate issues from whining. There is no need to devote time to the second, but it needs to be a support structure for the former.

answer like “figure it out” are not appropriate for people who have already tried and achieved frustration team. Walk around, look at the stress levels. Stress is normal, but you can not let people get to the point where they give up and lose faith.

Cracks in Leadership resolve – If there are two or more organizational leaders involved in change management program, looking for people to exploit any inconsistencies in their message and their behavior. Leaders need to act in lock step with one another.

Support is basically the kiss of death, as in “I support my fellow leader fundamentally, though I reserve the right to change the implementation of the plan as necessary.” Leaders need to hold each other accountable, not just their own point of

Inappropriate use of consultants -. It’s a good idea to bring in outside help, especially if the organization is going through a major change program, if you are unaccustomed to the growth you are experiencing, or if you need to cut down. Advisors should consult, as a coach, assess, challenge, etc. You must not allow anyone to include change activities as consultants while they “get their work done.”

good test for the proper use of consultants would be to look at how many you have had advice from your spouse. More than one or two advisors for each participating institution should be a red flag

The Devil In The Details -. Before you pull the trigger on the implementation of the change management program, make sure the plan is sufficient. Set up a structure that allows for a comprehensive program reviews with a method to raise issues and get them straight.

Even after you have organized everything as well as you possibly can, count on something going wrong. Set up a support system to react and adjust strategies if necessary. Make sure that you are subject matter experts ready to respond to unexpected when they occur.

Resistance to change is normal. Allow resistance to overcome change policy is the result of other failures, usually in one or more of the above areas.