Change management (sometimes abbreviated as CM) is a collective term for all approaches to prepare, support and help individuals, teams, and organizations in making organizational change.
Leading change management has come a long way since the time resumes had to be hand-delivered by candidates to apply for a job. No wonder it has grown from being a luxury to a necessity for recruiters.
This Presentation will address the following areas of the hiring cycle:
Change Management and Leadership
Need & Relevance of Change
The Change Process
Approaches to Change
Models of Change
Impact of Change
Resistance to Change
Importance of Change Leadership
Importance of Change Leadership
Change Leadership in Action
For more info:
www.hackerearth.com/recruit
This is lecture 2 about the change management principles of sourcing. Mostly the sourcing approach is used as a five of seven step approach. This lecture will make clear that sourcing is a fundamental change an should be managed with the principles of change management.
Change management (sometimes abbreviated as CM) is a collective term for all approaches to prepare, support and help individuals, teams, and organizations in making organizational change.
Leading change management has come a long way since the time resumes had to be hand-delivered by candidates to apply for a job. No wonder it has grown from being a luxury to a necessity for recruiters.
This Presentation will address the following areas of the hiring cycle:
Change Management and Leadership
Need & Relevance of Change
The Change Process
Approaches to Change
Models of Change
Impact of Change
Resistance to Change
Importance of Change Leadership
Importance of Change Leadership
Change Leadership in Action
For more info:
www.hackerearth.com/recruit
This is lecture 2 about the change management principles of sourcing. Mostly the sourcing approach is used as a five of seven step approach. This lecture will make clear that sourcing is a fundamental change an should be managed with the principles of change management.
Organisational change, Innovation and Transformation communicationStephen Tindi
The global business environment is turbulent and successful organisations must effectively communicate change, innovation and transformation to all stakeholders.
According to PMI, Projects and programs by their very nature create change. How you manage the impact of change is a key component to realizing of the strategic benefits of your project. This session will discuss effective behavioral change management techniques and provide you with the a basic knowledge of change management, so that you anticipate and manage resistance. Effective change management involves anticipating what in the organization is changing, who is impacted, and how they'll feel about it. Change - more specifically, transition - is a process. Understanding the process can help you navigate it faster and more successfully. Planning for change and transition will take the guesswork and panic out of communications down the road.
This framework was created during a challenging ICT implementation project. I needed a way to get reluctant people excited and ready for their new working ways and processes, so I tested and tried different things. The one that worked was a combination of strategy, continuous change readiness measurements, picking the correct change management theory, communicating differently (and in different schedules) for different target audiences, using HR to pick the correct people to the core team and using the project management method, which suited the organization. This was an extreme experiment, but it worked. I've since tested it or parts of it in action in other change programs as well.
Effective change management provides organizations with a mechanism whereby value is added and realized through reduced costs. Cost reductions are realized because change is implemented more effectively, causes fewer disruptions, and customer confidence is raised.
The purpose of this webinar is to give a clear picture of change management and its role in the organization. This webinar will explain the importance of change management, give an overview of how it works, and how it creates and adds value to the organization.
Additionally, this webinar seeks to demonstrate the extent to which change management can enhance organizational objectives and goals, how properly implemented change management enables the furtherance of the organizational strategy, and how it contributes to organizational planning.
This webinar will explain how change management is an essential part of a holistic, results-driven approach that reflects business initiatives. It also seeks to show the inter-relatedness between change management and varied business activities as well as the value-add it brings by enabling organizations to respond to needed business changes.
Areas covered:
1. Purpose, Objectives and Definitions
2. Value to the business
3. Change Authorities
4. Strategic-tactical-operational change
- 7 R’s of change management
5. Change processes, Roles, Activities, Interfaces
6. Change Management is the authority
- Service Asset & Configuration Management (SACM) works to assist in administering change
- Configuration Management is key
- Release & Deployment Management (RDM) executes change
7. RDM is the operational side of change
8. Assessment and Evaluation occurs at multiple points and levels
9. Change Advisory Board
10. Interfaces (Change is multi-faceted and multidisciplinary)
- Interrelatedness of change management
11. Measuring change from different perspectives
12. Challenges and Summary
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes. This ITIL® Foundation training from Invensis Learning is ideal for professionals who are looking to gain a deep understanding of the globally-recognized ITSM framework and clear your ITIL Foundation exam in the first attempt.
For more information on Change Management Certification Training and other courses, please visit our website: https://www.invensislearning.com
Change Management Handbook: Leadership of Change Volume 3Peter F Gallagher
Change Management Handbook - Leadership of Change®
Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study.
About this Book: This handbook is for growth mindset leaders, managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully closing and sustaining the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model.
Other Leadership of Change® Volumes:
Leadership of Change® Volumes: The volumes in this series are intended to be leading practice in organisational change management and implementation, which supports strategy execution.
Volume 1 – Change Management Fables
Volume 2 - Change Management Pocket Guide
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles. https://bit.ly/3uYAr4X
Change management, COVID-19 business impact, business change management trainingTonex
Covid-19 has changed everything in life. It has created a new way we live in. It needs no telling that businesses are seriously affected by COVID 19 massacre. All sectors are experiencing high volume impact.
This is why, change management is much important for all organizations at present. Tonex change management course is a blend of conjectural and practical trainings.
From side to side lectures and presentations, you will attain the theories and concepts and then you will experience what you are skilled via the practical activities, in both individual and small groups, and hands-on seminars and workshops.
Change management course benefits :
Change management course will also help you to business continuity and disaster recovery like corona virus right now.
Participants will learn how to build a disaster recovery plan and implement the functions to ensure their organization is sheltered from the constant risk of business disruptions caused by natural threats.
Audience
Change Management Training is a 2-day course designed for:
Senior leaders and executives
Strategic leaders/ Vice presidents
Directors and administrative
Division managers/ Team leaders
Mid-level, senior managers
Supervisors
Business owners
Course Outline
Overview of Change Management
Eight Phases of Successful Change Management
Communication Policy
Drivers of Change
Three Stages of Transitioning
Change Management Models
Organizational and Cultural Change Standards
Executing the Change in Corporation
Group discussion Outline :
The nature of this change
Pros and cons of the change
The consequences of change
Discuss the components of the change
Recommend several solutions and strategies
Discuss all the recommended strategies
Evaluate the strategy that Shell chose to go with
What would you change in their strategy?
Share your conclusions with other groups
Learn more.
Change management, covid 19 business impact, business change management training
https://www.tonex.com/training-courses/change-management-training/
The Ultimate List of Change Management Tools to Drive Change Like a Pro by Creately with 11 Editable Templates. Creately offers several diagram templates which can be used instantly to draw diagrams for your company's Change Management Process. Many types of Change Management Diagram templates can be found on our diagram community. Popular Change Management diagrams are available for free. Just click on the "Use as Template" button to immediately start modifying it using our online diagramming tools.
Case study - Strategic change management - Organizational Change and Develop...manumelwin
Scenario #1 refers to Bell Canada’s Zero Waste program, which successfully changed wasteful employee behaviours by altering the causes of those behaviours.
Organisational change, Innovation and Transformation communicationStephen Tindi
The global business environment is turbulent and successful organisations must effectively communicate change, innovation and transformation to all stakeholders.
According to PMI, Projects and programs by their very nature create change. How you manage the impact of change is a key component to realizing of the strategic benefits of your project. This session will discuss effective behavioral change management techniques and provide you with the a basic knowledge of change management, so that you anticipate and manage resistance. Effective change management involves anticipating what in the organization is changing, who is impacted, and how they'll feel about it. Change - more specifically, transition - is a process. Understanding the process can help you navigate it faster and more successfully. Planning for change and transition will take the guesswork and panic out of communications down the road.
This framework was created during a challenging ICT implementation project. I needed a way to get reluctant people excited and ready for their new working ways and processes, so I tested and tried different things. The one that worked was a combination of strategy, continuous change readiness measurements, picking the correct change management theory, communicating differently (and in different schedules) for different target audiences, using HR to pick the correct people to the core team and using the project management method, which suited the organization. This was an extreme experiment, but it worked. I've since tested it or parts of it in action in other change programs as well.
Effective change management provides organizations with a mechanism whereby value is added and realized through reduced costs. Cost reductions are realized because change is implemented more effectively, causes fewer disruptions, and customer confidence is raised.
The purpose of this webinar is to give a clear picture of change management and its role in the organization. This webinar will explain the importance of change management, give an overview of how it works, and how it creates and adds value to the organization.
Additionally, this webinar seeks to demonstrate the extent to which change management can enhance organizational objectives and goals, how properly implemented change management enables the furtherance of the organizational strategy, and how it contributes to organizational planning.
This webinar will explain how change management is an essential part of a holistic, results-driven approach that reflects business initiatives. It also seeks to show the inter-relatedness between change management and varied business activities as well as the value-add it brings by enabling organizations to respond to needed business changes.
Areas covered:
1. Purpose, Objectives and Definitions
2. Value to the business
3. Change Authorities
4. Strategic-tactical-operational change
- 7 R’s of change management
5. Change processes, Roles, Activities, Interfaces
6. Change Management is the authority
- Service Asset & Configuration Management (SACM) works to assist in administering change
- Configuration Management is key
- Release & Deployment Management (RDM) executes change
7. RDM is the operational side of change
8. Assessment and Evaluation occurs at multiple points and levels
9. Change Advisory Board
10. Interfaces (Change is multi-faceted and multidisciplinary)
- Interrelatedness of change management
11. Measuring change from different perspectives
12. Challenges and Summary
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes. This ITIL® Foundation training from Invensis Learning is ideal for professionals who are looking to gain a deep understanding of the globally-recognized ITSM framework and clear your ITIL Foundation exam in the first attempt.
For more information on Change Management Certification Training and other courses, please visit our website: https://www.invensislearning.com
Change Management Handbook: Leadership of Change Volume 3Peter F Gallagher
Change Management Handbook - Leadership of Change®
Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study.
About this Book: This handbook is for growth mindset leaders, managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully closing and sustaining the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model.
Other Leadership of Change® Volumes:
Leadership of Change® Volumes: The volumes in this series are intended to be leading practice in organisational change management and implementation, which supports strategy execution.
Volume 1 – Change Management Fables
Volume 2 - Change Management Pocket Guide
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles. https://bit.ly/3uYAr4X
Change management, COVID-19 business impact, business change management trainingTonex
Covid-19 has changed everything in life. It has created a new way we live in. It needs no telling that businesses are seriously affected by COVID 19 massacre. All sectors are experiencing high volume impact.
This is why, change management is much important for all organizations at present. Tonex change management course is a blend of conjectural and practical trainings.
From side to side lectures and presentations, you will attain the theories and concepts and then you will experience what you are skilled via the practical activities, in both individual and small groups, and hands-on seminars and workshops.
Change management course benefits :
Change management course will also help you to business continuity and disaster recovery like corona virus right now.
Participants will learn how to build a disaster recovery plan and implement the functions to ensure their organization is sheltered from the constant risk of business disruptions caused by natural threats.
Audience
Change Management Training is a 2-day course designed for:
Senior leaders and executives
Strategic leaders/ Vice presidents
Directors and administrative
Division managers/ Team leaders
Mid-level, senior managers
Supervisors
Business owners
Course Outline
Overview of Change Management
Eight Phases of Successful Change Management
Communication Policy
Drivers of Change
Three Stages of Transitioning
Change Management Models
Organizational and Cultural Change Standards
Executing the Change in Corporation
Group discussion Outline :
The nature of this change
Pros and cons of the change
The consequences of change
Discuss the components of the change
Recommend several solutions and strategies
Discuss all the recommended strategies
Evaluate the strategy that Shell chose to go with
What would you change in their strategy?
Share your conclusions with other groups
Learn more.
Change management, covid 19 business impact, business change management training
https://www.tonex.com/training-courses/change-management-training/
The Ultimate List of Change Management Tools to Drive Change Like a Pro by Creately with 11 Editable Templates. Creately offers several diagram templates which can be used instantly to draw diagrams for your company's Change Management Process. Many types of Change Management Diagram templates can be found on our diagram community. Popular Change Management diagrams are available for free. Just click on the "Use as Template" button to immediately start modifying it using our online diagramming tools.
Case study - Strategic change management - Organizational Change and Develop...manumelwin
Scenario #1 refers to Bell Canada’s Zero Waste program, which successfully changed wasteful employee behaviours by altering the causes of those behaviours.
When a business goes through significant changes, it's important to take others along with you. Good strategy is important, but execution is table stakes.
The focus of this project was to capture success of one of the most worldwide know company - Apple and track down its way to overcome its competitors. With the use of RBV Theory, Dynamic Capabilities Framework and Business Model Canvas.
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
Retailers remain laser-focused on improving the customer experience in every part of the store. They are improving the checkout experience, hiring more store associates and empowering managers with mobile tools. The recently released RSR store study confirms this and other trends, such as:
• 52% of retailers see high value in modern POS hardware and software
• 55% see high value in employee selling tools on the sales floor
• 43% see high value in personal scanners and self-service sales
During this webinar, Paula Rosenblum from RSR will share these and other findings from the store study and discuss how retailers can respond in order to achieve better in-store results.
Part two of the presentation will feature a deep dive into how the checkout experience affects overall store performance, honing in on all aspects of checkout, including POS, self-checkout, the queue process, impulse buying, couponing and tendering. Each aspect of the checkout experience contributes to a successful sale. If any part of the checkout experience is negative, 50% or more shoppers may opt to shop online instead.
Integrating Organisational Change within IT Transition and TransformationNUS-ISS
Presented by Jamie Donoghue, Principal Consultant, UXC Consulting at ISS-UXC Seminar: Move IT from Cost to Value Centre using IT Service Management and COBIT on 25 July 2014.
Prosci Webinar: Top Contributors to Change Sucess April 2016Catherine Smithson
Prosci's free 60 minute Webinar on the Top 7 Contributors to Change Success presented by Being Human, Prosci's Primary Affiliate for Australia and New Zealand.
Today’s shoppers expect retailers to have the same or better information available whenever they interact with the brand — online, in-store or via a mobile device. In addition to product information, retailers are wise to have all relevant cross-channel customer information available and accessible. The truth is that 40% to 70% of shoppers already have researched their desired products online before going to the store. And, of the consumers who enter the store knowing what they want to buy, 50% leave empty-handed because they can’t find what they are looking for.
But when store associates are armed with mobile devices, they can personalize their interaction with customers by suggesting upsells and cross-sells; accessing product ratings and reviews; providing comparisons with other products, looking up inventory; and finally completing the transaction on-the-spot using mobile payment or processing a return.
Industry-leading retailers realize the importance of implementing mobile commerce. Starmount’s Mobile Selling Assistant, called Engage, currently is deployed in all Urban Outfitters, Anthropologie and Free People stores; and the device is also being piloted by several other nationally recognized retailers.
This webinar will provide answers to key questions on retailers’ minds as they plan to integrate mobile commerce in-store. A selection of those questions include:
How will mobile commerce affect store operations?
What infrastructure must be in place?
Will the mobile commerce system be secure?
What is the best way to communicate with customers going forward?
To learn more about the best strategies to implement mobile commerce, and hear real-world retailer success stories, click here to register for the upcoming webinar titled “The Roadmap To In-Store Mobile Commerce.”
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
Finance as Analytical Partner to the BusinessSAP Analytics
http://spr.ly/CFO_Finance_Leadership_Center - Read the research report that uncovers the current sentiment among finance executives on the types of information technology they believe can help improve financial and operational performance. (Bloomberg Businessweek, 2013)
"Electronics Industry CEOs Executive SummaryIBMElectronics
How are leaders responding to a competitive and economic environment? IBM interviewed 1,541 CEOs, general managers and senior public sector leaders, including 105 Electronics Industry respondents.
Mastering carbon management - Balancing trade-offs to optimize supply chain management. Reducing the supply chain’s carbon footprint will become an inescapable obligation.
Mobile Device Makers Expand to Mobile InternetIBMElectronics
Mobile device makers are looking to develop new avenues to expand their core device offerings. The growing market for mobile Internet services may revitalize MDM growth and send them profitably.
IBM Global Business Services -- Strategies for succeeding in the new economic...IBMElectronics
"IBM Global Business Services, through the IBM Institute for Business Value,
develops fact-based strategic insights for senior executives around critical public and private sector issues."
Medical Devices - Servicing Medical Device CompaniesIBMElectronics
The medical device industry is in the midst of fundamental change. IBM’s approach to servicing medical device companies is designed to meet real-world needs today and in the future.
12 Steps - Green Supply Chain Strategies from IBMIBMElectronics
12 different actions IBM is helping companies take to simplify the process of defining and implementing their green supply chain strategies for electronics companies.
Supply Chain Performance Management with IBMIBMElectronics
IBM's white paper on Supply Chain Performance Management describes the need for effective, efficient performance management software to help drive success in today's complicated supply chains.
IBM Smart Home Vision Using Cloud TechnologyIBMElectronics
There is more to the smart home than installation of smarter devices. In this vision of the smarter home, one that is enabled by cloud technology, partnerships among ecosystem players will be vital.
"Electronics Industry CIOs Executive SummaryIBMElectronics
"How can today’s CIO make the biggest impact on behalf of the entire organization? We listened to over 2,500 CIOs worldwide. The
electronics industry was represented, with 128 CIOs from 26
countries."
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
2. ABOUT IBM GLOBAL BUSINESS SERVICES STRATEGY & CHANGE PRACTICE
IBM Global Business Services offers one of the largest Strategy & Change
practices in the world, with over 3,250 strategy professionals. Our Strategy &
Change practice fuses business strategy with technology insight to help
organizations develop, align and implement their business vision across four
strategic dimensions – business strategy, operating strategy, organization
change strategy and technology strategy – to drive innovation and growth.
3. closing the change gap 1
EXECUTIVE SUMMARY
The IBM Global Making Change Work Study examines how organiza-
tions can manage change and identifies strategies for improving
project outcomes. This report continues the conversation that began
in the IBM Global CEO Study 2008 regarding forward-thinking com-
panies that are “Hungry for Change.” 1 For its very survival, the
Enterprise of the Future must better prepare itself as the pace, vari-
ety and pervasiveness of change continue to increase.
Over a two-year period, the percentage of CEOs expecting
substantial change climbed from 65 percent in 2006 to 83 percent
in 2008 but those reporting they had successfully managed change
in the past rose just 4 percentage points, up from 57 percent in 2006
to 61 percent in 2008.2 This disparity between expecting change
and feeling able to manage it – the “Change Gap” – nearly tripled
between 2006 and 2008.3
Our Making Change Work Study focuses on how to close the Change
Gap. Through surveys and face-to-face interviews with 316
practitioners in China ( more than 1,500 worldwide) – project leaders,
sponsors, project managers and change managers – we gained
practical knowledge about how to increase the likelihood of project
success.
Most CEOs consider themselves and their organizations to be
executing change poorly, but some practitioners have begun to
learn how to improve their outcomes. From the practitioners
themselves, we found that, on average, 53 percent of projects in
4. 2 making change work
China were considered successful in meeting project objectives
within planned time, budget and quality constraints, compared to
the remaining 47 percent of projects which missed at least one
objective or failed entirely.
Even though just 53 percent of projects were described as successful,
those with the highest project success rate (the top 20 percent of
our sample) – we call them Change Masters – reported an 88
percent project success rate, nearly 1.7 times the average. In sharp
contrast, the bottom 20 percent of our sample – the group we
describe as Change Novices – reported a disappointing project success rate
of 19 percent.
What accounts for these vastly different rates of project success?
We found in our detailed analysis of study results that achieving
project success does not hinge primarily on technology – instead,
success depends largely on people. But what is more illuminating is
the discovery that four common factors helped these practitioners
address their greatest project challenges. When used in combina-
tion, these factors provided a synergistic benefit that was even
greater than the sum of their individual impacts, resulting in higher rates of
project success.
5. closing the change gap 3
REAL INSIGHTS, REAL ACTIONS
Strive for a full, realistic awareness and understanding of the upcom-
ing challenges and complexities, then follow with actions to address
them.
SOLID METHODS, SOLID BENEFITS
Use a systematic approach to change that is focused on outcomes
and closely aligned with formal project management methodology.
BETTER SKILLS, BETTER CHANGE
Leverage resources appropriately to demonstrate top management
sponsorship, assign dedicated change managers and empower
employees to enact change.
RIGHT INVESTMENT, RIGHT IMPACT
Allocate the right amount for change management by understand-
ing which types of investments can offer the best returns, in terms of
greater project success.
These four change-related focus areas are represented graphically
as four facets of what we call the Change Diamond. Neglecting even
one area can inhibit change excellence. Practical insights from the
experience of Change Masters show that the most powerful
approach is to take actions that address each of the diamond’s four
facets and help guide the Enterprise of the Future in its quest to
make change work.
6. 4 making change work
HOW OUR RESEARCH WAS CONDUCTED
In China, the IBM Making Change Work Study explored differences in
how change was implemented by 316 practitioners, starting with the
awareness that very few organizations do it well. IBM conducted
surveys and face-to-face interviews with project leaders, sponsors,
project managers and change managers from many of the world’s
leading organizations.
We investigated the real-world experiences of these project leaders
responsible for a wide range of projects, including small- and large-
21 DIFFERENT
INDUSTRIES
scale efforts intended to execute strategic, organizational, opera-
tional and technology based change. This diverse range of projects
had objectives that included: customer satisfaction improvement,
11 % ARE COMPANIES
EMPLOYING MORE THAN
100,000 EMPLOYEES
sales and revenue growth, cost reduction, process innovation, tech-
nology implementation, new market entry and organizational
29 % change. The Center for Evaluation and Methods (ZEM) at the
HAVE LESS THAN 1,000
EMPLOYEES University of Bonn, Germany, aggregated the data and provided
statistical support for analysis of the results.
7. closing the change gap 5
FIGURE 1 DEMOGRAPHICS: MAKING CHANGE WORK STUDY IN CHINA
The Making Change Work 2008 Study covered organizations of all sizes, across industries.
N = 316
Job roles OTHERS Organizational size
SUBJECT MATTER 3% UP TO 100
EXPERT/REVIEWER MORE THAN 11%
100,000
5% INITIATOR/PROJECT
PROJECT TEAM SPONSOR 11%
MEMBER 31% 100-1,000
12%
18%
10,000-
CHANGE 100,000
MANAGER
31%
7%
PROJECT 1,000-10,000
MANAGER 29%
41%
Breakdown by industry
OTHERS PUBLIC
PROFESSIONAL
SERVICES
6% 9%
8%
COMMUNICATIONS INDUSTRIAL
22% 33%
DISTRIBUTION FINANCIAL
12% SERVICES
10%
8. 6 making change work
Making change work
CHANGE IS THE NEW NORMAL
Today’s dynamic work environment is causing organizations to re-
frame the traditional view of what “normal” is. We are witnessing the
effects of globalization, technology advances, complex multinational
organizations, more frequent partnering across national borders and
company boundaries – just to mention a few of the enablers and ac-
celerators of change.
No longer will companies have the luxury of expecting day-to-day
operations to fall into a static or predictable pattern that is inter-
rupted only occasionally by short bursts of change. To prosper, lead-
ers will need to abandon such outdated notions of change. In reality,
the new normal is continuous change – not the absence of change.
HOW THE ENTERPRISE OF THE FUTURE FACES
CHANGE
The IBM CEO Study 2008 identified five core traits of the Enterprise
of the Future and found that outperforming companies are “hungry
for change.”4
HUNGRY INNOVATIVE GLOBALLY DISRUPTIVE GENUINE,
FOR BEYOND INTEGRATED BY NOT JUST
CHANGE CUSTOMER NATURE GENEROUS
IMAGINATION
9. closing the change gap 7
These organizations are capable of changing quickly and success-
fully. Instead of merely responding to trends, they shape and lead
them. However, we also learned from the CEO Study that there is a
change gap and it is growing.
The ability to manage change must be a core competence – and
yet, as the level of expected change continues to rise, many are
struggling to keep up. Eight out of ten CEOs anticipate substantial
or very substantial change over the next three years, yet they rate
their ability to manage change 22 percent lower than their expected
need for it – a “change gap” that has nearly tripled since 2006.5
The growing change gap stems from change that is more complex
and more uncertain, and happening at an accelerated pace. CEOs
are wrestling with a broader set of challenges than in the past, which
introduces even greater risk and uncertainty.
FIGURE 2 THE CHANGE GAP
The gap between the expectation of change and an organization’s history of managing it is growing.
EXPECT SUBSTANTIAL CHANGE 65%
2006 CHANGED SUCCESSFULLY IN THE PAST
57%
8% CHANGE
GAP
EXPECT SUBSTANTIAL CHANGE 83%
2008 CHANGED SUCCESSFULLY IN THE PAST
61%
22 %
CHANGE
GAP
10. 8 making change work
Inability to close the change gap hurts the bottom line. Troubled
projects typically create cost overruns while falling short of desired
objectives related to time, budget and/or quality, and failing to
deliver business value. The true cost of troubled projects is difficult
to measure, but a European research study found that the low-end
of such estimates cites an average cost amounting to 134 percent of
the original plan – other estimates of the average cost of troubled
projects were much higher.6
Bombarded by change on virtually all fronts, financially outperform-
ing companies had a much smaller change gap than their peers in
financially underperforming companies.7 Notably, the outperformers
did not face fewer challenges than others; they simply anticipated
more change and were more effective at managing the change.
FIGURE 3 GAP IS SMALLER FOR OUTPERFORMERS
Because outperformers manage change well, they can get ahead of – and even
be the drivers of – change.
85%
66%
19 %
CHANGE
GAP
OUTPERFORMERS
EXPECT SUBSTANTIAL CHANGED SUCCESS-
CHANGE FULLY IN THE PAST
UNDERPERFORMERS
54%
29 %
CHANGE
GAP
83%
11. closing the change gap 9
HOW PRACTITIONERS DEAL WITH CHANGE
Most CEOs consider themselves and their organizations to be exe-
cuting change poorly, yet a few outperformers do excel at delivering
and benefiting from meaningful change. But how is this actually
accomplished? What are the critical challenges and which key fac-
tors can lead to change that actually works?
Our Making Change Work Study continues the conversation from the
CEO Study, describing based on new survey data the practical steps
organizations must take to better prepare for the unrelenting barrage
of change that seems to be everywhere. This report looks more
closely at the enterprise trait, “Hungry for Change.” In China, We
engaged 316 key practitioners via surveys and face-to-face
interviews, revealing many useful insights based on their real-world
experiences with a wide range of projects.
This section of our report highlights some of the most compelling
study findings, including a deeper dive into the impact of change on
organizations and the keys to successful change. Later, we will
explore specific, practical actions that helped practitioners to attain
extraordinary results in change efforts.
MOST PROJECTS FALL SHORT OF OBJECTIVES
Project leaders confirmed that project success is indeed hard to
come by. In our study, we learned that 53 percent of projects were
considered successful in meeting project objectives within planned
12. 10 making change work
time, budget and quality constraints. Conversely, around 47% of
projects failed to fully meet their objectives: 36 percent missed at
least one time, budget or quality goal, while a full 11 percent either
missed all goals or were stopped by management.
FIGURE 4 PROJECT SUCCESS RATES: PROJECT LEADERS REPORTED THAT 53 PERCENT OF PROJECTS WERE
CONSIDERED SUCCESSFUL
36 percent of all projects failed to meet either time, budget or quality goals, while 11 percent
either stop or fail to meet all objectives.
PROJECTS
THAT EITHER MISSED ALL
GOALS OR WERE STOPPED
11%
PROJECTS THAT FULLY
PROJECTS THAT DID NOT MET THEIR OBJECTIVES
MEET EITHER TIME, BUDGET
OR QUALITY GOALS 53%
36%
THE MOST SUCCESSFUL 20 PERCENT: CHANGE MASTERS
On average, practitioners rated only 53 percent of projects as
successful, defined as meeting time, budget and quality goals. Yet,
the top 20 percent – we call them Change Masters – reported an 88
percent project success rate, nearly 70% more than the average.
In sharp contrast, the bottom 20 percent of our sample is the group
we describe as Change Novices – their reported project success
rate was a dismal 19 percent. Their low success rate reflects the
difficulty of getting all project factors to work as planned: just one
broken link in the chain can lead to project failure.
13. closing the change gap 11
FIGURE 5 SHARE OF SUCCESSFUL PROJECTS
The top 20 percent of organizations reported an average project success rate of 88 percent, nearly
70% more than the average.
Share of successful projects
88%
53% 66 % SUCCESS RATE
INCREASE
19%
Bottom 20% Average Top 20%
Change Novices Change Masters
CHANGE CHALLENGES: THE SOFT STUFF IS HARD
Troubled or failed projects create cost overruns and, by definition,
fall short of achieving the desired objectives. When nearly 50 percent “Leaders are unrealistic
about how change is going
of projects fail to meet objectives, significant expense is incurred in
to happen. They move
terms of wasted money, lost opportunity and lack of focus. Change ahead anyway and get into
Masters understand that reducing the likelihood of troubled projects, problems.”
even slightly, can have a clear and rapid payback. Change Manager, UK, Energy and
Utilities company
Our respondents identified several of the key barriers to change.
Although tangible tasks like change of IT systems or addressing
technology barriers may be expected to present difficulties, our
practitioners did not report them among their greatest challenges.
14. 12 making change work
FIGURE 6 MAJOR CHANGE CHALLENGES
The most significant challenges when implementing change projects are people-oriented – topping the
list are changing mindsets and corporate culture.
Soft Factors Hard Factors
Changing mindsets and attitudes 55%
Corporate culture 46%
Lack of commitment of higher management 29%
Complexity is underestimated 16% 33%
Shortage of resources 16% 32%
Lack of motivation of involved employees 15%
Change of process 11%
Lack of transparency because of missing or 9%
wrong information
Lack of change know how 8%
Change of IT systems 5%
Technology barriers 5%
Instead, the main obstacles they identified were changing mindsets
and attitudes (55 percent), corporate culture (46 percent) and lack
of commitment of higher management (29 percent). Project
professionals – who typically request more time, more people and
more money – reported that these soft challenges are actually more
problematic than shortage of resources!
Surprisingly, it turns out the “soft stuff” is the hardest to get right.
Changing mindsets, attitudes and culture in an organization typically
require different techniques, applied consistently and over time –
sometimes across a series of successive projects and often continuing
15. closing the change gap 13
after the formal “project” has finished. Practitioners typically find
such less concrete challenges tougher to manage and measure than “Culture isn’t just one aspect
of the game, it is the game.”
challenges related to business processes or technology, which are
Lou Gerstner, U.S., former IBM
more tangible and possibly capable of being changed permanently
CEO 8
through a single intervention.
FACTORS FOR SUCCESSFUL CHANGE
The list of greatest project challenges was top-heavy with soft
factors. When asked to identify key factors for successful change,
practitioners reiterated the difficulty in dealing with less tangible
aspects of a project.
FIGURE 7 WHAT MAKES CHANGE SUCCESSFUL?
Leadership, employee engagement and corporate culture that motivates and promotes change
are prerequisites for successful change.
Soft Factors Hard Factors
Top management sponsorship 91%
Employee involvement 57%
Corporate culture that motivates and 53%
promotes change
Honest and timely communication
48%
Change agents (pioneers of change) 45%
Efficient organization structure 39%39%
Change supported by culture 38%
Adjustment of performance measures 36%
Efficient training programs 27%
Monetary and non-monetary incentives 19%
16. 14 making change work
Practitioners firmly place key responsibility for the fate of change
“If you don’t have leadership projects in the executive suite – an overwhelming 91 percent named
support, you’re doomed.”
top management sponsorship as the most important factor for
Project Manager, U.S., Media and
successful change. Rounding out the top four success factors were
Entertainment
employee involvement (57 percent), corporate culture that motivates
and promotes change (53 percent), and honest and timely
communication (48 percent).
In fact, the top five answers all referenced “soft” aspects of change,
ranking them above efficient organization structure, and monetary
and non-monetary incentives. Change Masters have realized that
behavioral and cultural change are crucial to project success and are
considerably tougher to address than the so-called “hard” factors,
such as structure, performance measures and incentives.
WHY THE CHANGE MASTERS EXCEL
We have seen that organizations differ greatly in rates of project
success, but why? Detailed analysis of our study results revealed a
highly significant correlation between project success and four
important areas of focus: real insights, solid methods, better skills
and right investment.
These four change-related focus areas are represented graphically
as four facets of what we call the Change Diamond. When combined
effectively, taking actions to address each of the diamond’s four fac-
ets can help guide the Enterprise of the Future in its quest to make
change work.
17. closing the change gap 15
FIGURE 8 THE CHANGE DIAMOND
By focusing on the four facets of the change diamond, practitioners achieved significantly higher
rates of project success.
RIGHT INVESTMENT REAL INSIGHTS
RIGHT IMPACT REAL ACTIONS
BETTER SKILLS SOLID METHODS
BETTER CHANGE SOLID BENEFITS
Real Insights, Real Actions. Strive for a full, realistic understanding of
the upcoming challenges and complexities, then follow with actions
to address them.
Solid Methods, Solid Benefits. Use a systematic approach to change
that is focused on outcomes and closely aligned with formal project
management methodology.
Better Skills, Better Change. Leverage resources appropriately to
demonstrate top management sponsorship, assign dedicated
change managers and empower employees to enact change.
Right Investment, Right Impact. Allocate the right amount for change
management by understanding which types of investments can
offer the best returns, in terms of greater project success.
19. closing the change gap 17
FACETS OF
THE CHANGE
DIAMOND:
CLOSING THE
CHANGE GAP
Change Masters are clearly doing many
things right, as evidenced by their high
levels of project success. Those with
average success rates, as well as the
lagging Change Novices, could both
benefit by adopting similar practices.
20. 18 REAL
INSIGHTS,
REAL
ACTIONS
Successful projects require a full, realistic understanding of the
upcoming challenges and complexities, followed by specific actions
to address them. Lack of early insight leads to a high risk that com-
plexity will be underestimated or even overlooked. In particular, the
complexity of behavioral and cultural changes is often underesti-
mated in the early project planning and scoping stages.
When asked if there was sufficient awareness of the challenges
associated with implementing and sustaining change, practitioners
replying yes reported a 59 percent project success rate within their
organizations. Project success rates dropped as organizations’
awareness levels decreased, down to a low 34 percent success rate
for those practitioners who answered no to the question.
FIGURE 9 WE FOUND A STRONG CORRELATION BETWEEN SUCCESSFUL PROJECTS AND A REALISTIC
AWARENESS OF THE CHANGE CHALLENGE
Responses to the question, “Within your organization, do you think there is sufficient
awareness of the challenges associated with implementing and sustaining change?”
Percentage of successful projects
59%
57%
40%
34%
YES TENDING TENDING NO
TOWARD YES TOWARD NO
21. 19
But awareness of complexity alone is not enough – action is the vital
next step. Only 27 percent of project leaders in our study reported “I believe there is a strong
awareness; however, the
that their organizations had sufficient awareness of the challenges internal capabilities and
associated with implementing and sustaining change. But of that ability to execute is a
challenge.”
small group, 99 percent said that their awareness led to the
introduction of specific measures to support change. Initiator/Project sponsor, Canada,
Consumer Products
FIGURE 10 BEING MERELY AWARE OF CHANGE COMPLEXITY IS INSUFFICIENT
Action as a result of awareness is critical to more successful change efforts.
Within your organization, do you think there is
sufficientawarenessofthechallengesassociatedwith
implementing change?
TENDING
TOWARD YES Yes
58% Tending toward yes
TENDING
TOWARD NO
Tending toward no
13% No
Does this awareness of the challenges of
implementing change normally lead to the NO
introduction of specific measures to support YES
2%
27%
the change?
62% 37% 1%
22. 20 making change work
GAINING REAL INSIGHTS AND TURNING THEM
INTO ACTIONS
Early awareness and actions are critical to address the top organiza-
tional challenges inherent in change projects shown earlier: mind-
sets, attitudes, culture and complexity. Such changes do not happen
automatically – Change Masters address them early, plan carefully
and execute rigorously.
Changing an organization requires complex change simultaneously
at many levels – and organizations tend to build a kind of “immune
system” to fend off disruptive influences. Early awareness and con-
sequent action help to address the natural response of an organiza-
tion to resist attempts to change it. Some practical steps include:
HOOK INTO THE HISTORY
Provide change leaders with access to historical data, people sur-
veys, culture assessments and “war stories,” as well as the people
involved in previous projects, if possible. Learn from both good and
bad experiences and be especially vigilant in seeking insights into
the soft aspects of the organization undergoing change.
OPEN YOUR EYES…WIDE!
Examine the project’s scope, likely impacts and expected outcomes
carefully. Assess the dimensions of the change – people, culture,
23. closing the change gap 21
behavior and organizational aspects, as well as process and technol-
ogy impacts. Be realistic in defining the necessary change and com-
municate that information widely within the organization.
PLAN AND ADJUST
With a thorough understanding of project complexities, build a
change plan to address them. As the plan is communicated, tested
and executed, be prepared to adapt it frequently as needed to han-
dle the unexpected.
TAKE A LONG VIEW
Be prepared to build and execute plans to address the “soft stuff”
well beyond the formal end date of the project to deliver business
value. Changing these aspects takes time, patience, and consistent
and continuous activity. Be prepared to continue these activities
beyond project boundaries deeper into the organization.
24. 22 SOLID making change work
METHODS,
SOLID
BENEFITS
For most organizations, classic project management, with its formal
and structured elements, has been used for decades. But formal
change management methods have not yet permeated business or
project operations to a significant degree. Today’s change manage-
ment, if explicitly performed at all, often occurs in the form of impro-
vised solutions.
But a consistent and structured change management approach
yielded tangible benefits for companies in our study. Practitioners
who always follow specific and formal change management
procedures had a 66 percent project success rate, compared to a 46
percent success rate for practitioners who improvise according to
the situation. It is interesting to note that even those who had a
formal method – but did not use it consistently – fared slightly better
than those who improvised (55 percent, versus 51 and 46 percent).
FIGURE 11 FORMAL CHANGE MANAGEMENT METHODS CAN ONLY IMPROVE PROJECT SUCCESS IF
THEY ARE APPLIED
Project success rates were best for organizations that consistently used structured change
management methods – a variety of less formal approaches all resulted in success rates
below or just above average (54 percent).
Informal change management approach Formal change management approach
There are specific and formal change management 66%
procedures which are always followed
Although there are specific and formal change 55%
management procedures, they are often not followed
I know someone I can ask 51%
Actions are improvised according to the situation 46%
25. closing the change gap 23
Only 29 percent of practitioners in our study consistently used formal
change management methods. Seventy-one percent said their
approach to change management was usually informal (24 percent),
ad hoc (9 percent) or improvised (38 percent). In contrast, just over
half of our respondents applied formal project management proce-
dures consistently.
FIGURE 12 CHANGE MANAGEMENT METHODS ARE USUALLY INFORMAL, AD HOC OR IMPROVISED
Seventy-six percent of organizations use a change management approach that is typically informal,
ad hoc or improvised; by contrast, 47 percent of organizations failed to use formal project
management methods consistently.
Formal methods are used consistently Formal methods exist but not used on a consistent basis,
ad-hoc or improvised
29% 71%
Change
Management
Project
Management 53% 47%
Overwhelmingly, the change management approaches of project
leaders are quite immature. As organizations face increases in both
the absolute volume of change and its level of complexity, wide-
spread improvisation must yield to professional, formal change man-
agement methods – a priority most are beginning to recognize.
When asked whether standard change management approaches
are necessary, 83 percent of practitioners answered either yes or
tending toward yes. This contrast – between those seeing the value
of standard methods and those actually using them – indicates that
the need for change is outpacing organizations’ current capability
to manage it systematically: in essence, it is a “Methods Gap.”
26. 24 making change work
FIGURE 13 THE METHODS GAP
Despite the overwhelming majority of project leaders who recognize the value in standardizing change
management practices, very few consistently use a systematic approach.
Percent answering “yes”
83%
54
Need Formal
Methods %
METHODS
Use Formal GAP
Methods
29%
MAKING GOOD USE OF METHODS
Growing project complexity and increased sensitivity regarding the
“Following a good solid “softer” or hidden dimensions of change is accelerating the estab-
methodology that integrates
lishment of formal change management in the project mainstream
with the project really helps
to make a quicker start on and its integration into project management. Change management
the change journey…” is transforming gradually from an art to a profession, similar to the
Change Manager, Australia, Govern- evolution of the project management discipline, which has under-
ment
gone a formalization that started about four decades ago.
Putting solid methods into practice begins with allocating resources
to enact a change method that is aligned with the organization’s
project management approach. Then it must be used consistently
throughout the organization. Developing a standard change meth-
odology should include these practical steps:
INTEGRATE, INTEGRATE, INTEGRATE
Manage change as a formal workstream within each and every proj-
ect, integrated closely with project management and managed with
the same rigor.
27. closing the change gap 25
KEEP ALL EYES ON “THE PRIZE”
Control the scope of the change effort to remain focused on activi-
ties that drive the realization of benefits defined by the original busi-
ness case.
DRIVE CONSISTENCY
Develop and promote a standard change method that can be
applied consistently from project to project within your organization.
Communicate this widely and monitor its adoption.
EMBED IN THE CULTURE
Include the change method and associated competencies as part of
the development program for future leaders.
28. 26 BETTER making change work
SKILLS,
BETTER
CHANGE
Using more experienced and skilled change managers and project
sponsors can mean reduced risk of troubled projects. Effective
change leadership in the form of dedicated change managers and
credible and experienced sponsors is critical. It is equally important
to cascade leadership responsibility to all levels of the organization,
creating empowered employees who support and enact change.
THE IMPACT OF DEDICATED CHANGE MANAGERS
Practitioners found that dedicating a change manager to a project
increased the likelihood of project success. Yet 30 percent of change
projects did not involve a change manager at all. Projects with a
professional change manager had a 56 percent success rate,
compared to a 51 percent success rate for projects without one.
FIGURE 14 SHARE OF SUCCESSFUL PROJECTS, INVOLVEMENT OF CHANGE MANAGERS
Success rates rose when a change manager was used on a project.
Share of successful projects
51%
10 %
No Professional
Change Managers
SUCCESS RATE
Professional INCREASE
Change Managers
56%
29. closing the change gap 27
TOP MANAGEMENT SPONSORSHIP
Our findings showed that practitioners consider top management
sponsorship to be the most critical factor for making change suc-
cessful. To improve strategy execution, leaders need to engage,
enable and empower employees at all levels of the organization.9
Top sponsorship is equally vital in other areas like setting corporate
culture and allocating resources, including the change managers
themselves.
EMPLOYEE INVOLVEMENT MAKES SUCCESS
MORE LIKELY
Our findings suggest the need for broader inclusion of people at dif-
ferent levels in the organization. Besides the familiar top-down hierar- “Facilitate involvement of
employees and allow them
chy that formally cascades unit-specific information, Change Masters to exercise influence over
see the value in and make use of informal, more self-organized com- the change process.”
munications structures, such as social networks, “the grapevine,” and Project Sponsor, Canada, Life Sciences
informal communities of interest that exist in all organizations. and Pharmaceuticals
Engaging employees through involvement and two-way
communication is a powerful combination: 57 percent of practitioners
believe employee involvement is crucial and 48 percent believe
honest and timely communication is important. Better
communications and employee involvement enable and empower
people, then change happens through them – not just to them.
30. 28 making change work
PARTICIPATIVE LEADERSHIP
Change leaders with participative leadership styles were more likely
to have successful projects. A strong culture of empowerment and
delegation of decision-making power distributes responsibility for
change throughout the organization. Leaders who delegate the
decision process to their subordinates had a 57 percent project
success rate, compared to a 53 percent success rate for those who
consult with subordinates, then make decisions on their own.
FIGURE 15 SHARE OF SUCCESSFUL PROJECTS, A COMPARISON OF LEADERSHIP STYLES
Leadership styles had an important impact on project outcomes.
Share of successful projects
After consulting their 53%
subordinates, managers
10 %
decide on their own
Managers delegate their SUCCESS RATE
decision process to their INCREASE
subordinates 57%
LEVERAGING SKILLS FOR BETTER CHANGE
For teams involved in change, enabling skills and engagement
across the organization should be a key priority to help build the
capabilities to support continuous change. Some practical sugges-
tions include:
LEAD FROM THE TOP
Set vision and direction clearly, allocating resources and establishing
corporate culture from the top. A change sponsor should be actively
and visibly involved in setting overall direction, publicly
communicating at all levels and using different techniques and
media, and dedicating the right skilled resources to the change
effort.
31. closing the change gap 29
INVOLVE THE PEOPLE
Emphasize employee involvement to ease resistance to change, at
both individual and group levels, and set in place mechanisms to
encourage this involvement.
COMMUNICATE OR FAIL
Enable honest and timely two-way communication to build trust and
commitment to change programs and leaders, and reduce resis-
tance. Use multiple channels and different media. Take time to
understand the audience and how they like to communicate.
GET THE RIGHT SKILLS – EVERYWHERE
Enable rapid development of internal skills to keep pace with
changes in the external environment. Consider the establishment of
a sustainable change management capability within the
organization.
32. 30 RIGHT making change work
INVESTMENT,
RIGHT
IMPACT
The right budget for change management, spent effectively on the
right things translated into a significantly higher likelihood of project
success. However, depending upon the objectives of a particular
project, the “right” level of investment in change management will
vary. Reinforcing the anticipated value from such investments, a
massive 63 percent of project leaders would like to invest more in
change management for future projects.
FIGURE 16 THE MAJORITY OF PROJECT LEADERS WOULD LIKE TO INVEST MORE TO CLOSE THE CHANGE GAP
Comparing current investments to plans for future projects.
Compared to current investment in change
management,onfutureprojectswouldyou... INVEST LESS
3%
INVEST ABOUT
THE SAME
33%
INVEST MORE
63%
In fact, top organizations invested only 17 percent more in change than oth-
ers, but were rewarded with significantly higher project success. This incre-
mental amount was typically used to focus on developing insights, methods
and the right skills to be truly effective. Project success rates were 12 percent
higher when the amount invested in change was greater than 20 percent of
the project budget.
33. closing the change gap 31
FIGURE 17 INVESTMENT LEVELS
Organizations that invested less than 20 percent in change had a 52 percent success rate; those that
invested more than 20 percent had a 58 percent success rate.
Shareofsuccessfulprojects
52%
12 %
Investment <=20%
SUCCESS RATE
INCREASE
Investment >20%
58%
Note: According to this MCW research, China reported average investment in change management of
20% while worldwide reported average of 11%. We believe that the difference is partially due to the
fact that China interviewees have less solid and accurate understanding of change management at this
stage.
Making more effective investments in change is not about blindly diverting
unlimited sums of money into projects. Rather, it is about cutting the dia-
mond precisely, through focused investments in the right things for each
“The ability to demonstrate
specific situation. the benefits of a change
program was key in the shift
INVESTING WISELY IN CHANGE MANAGEMENT in thinking.”
Project Manager, Canada, Life Sci-
Organizations need the right budget to build strategic capabilities and inte-
ences and Pharmaceuticals
grate them into organizational processes and structures – investing just a
little more than average per project can greatly improve results. Change
Masters consider money spent on change management as an investment,
rather than an expenditure. Some practical ideas include:
TACKLE COMPLEXITY BEFORE IT TACKLES YOU
Invest up front in gaining and acting upon insights that can help you avoid
and overcome both expected and unexpected hurdles during the course of
a project.
34. 32 making change work
REMEMBER TO EMPHASIZE THE HUMAN TOUCH
Invest in skills by using well-trained change managers more consis-
tently and enable widespread communications that engage employ-
ees across all organizational levels.
PUT SOME METHOD INTO YOUR MADNESS
Invest in establishing standardized methods to build more effective
and long-term capabilities that support change efforts, and remain
vigilant about project spending overall.
35. SHINING THE
closing the change gap 33
DIAMOND FOR
EXTRAORDINARY
RESULTS
CHANGE MASTERS: THEIR SECRETS FOR
SUCCESS
Our search for the key to greater project success brings us back to
the Change Masters, who achieved success rates nearly double the
average. We discovered that Change Masters did not limit their focus
to just one facet of the Change Diamond.
Instead, this group took actions related to each of the four facets of
the Change Diamond – and project success improved substantially
as a result. Conversely, Change Novices underutilized every facet
and had far inferior results, even when compared to just the
average.
FIGURE 18 HOW CHANGE MASTERS AND CHANGE NOVICES UTILIZED OR UNDERUTILIZED EACH FACET
High concentration on all facets of the Change Diamond correlated to significantly higher
project success rates.
88%
53%
66 % SUCCESS RATE
INCREASE
19%
Bottom 20% Average Top 20%
Change Novices Change Masters
22% 27% 34% Real Insights - Percentage of organizations having a
clear understanding of the change challenge
13% 28% 47% Solid Methods - Percentage of organizations using
formal methods consistently
66% 70% 80% Better Skills - Percentage of organizations using
change managers for change projects
17% 20% 22% Right Investment - Percentage of project budget
invested in change management
36. 34 making change work
THE WHOLE CHANGE DIAMOND: GREATER THAN
THE SUM OF ITS PARTS
While each Change Diamond facet had a distinct benefit individually, when
companies combined all four facets their overall project success increased
dramatically – far more than the sum of the parts would indicate. Neglecting
even one area can inhibit change excellence.
FIGURE 19 INDIVIDUAL VERSUS AGGREGATE EFFECT OF VARIOUS ACTIONS
Combining all four Change Diamond facets resulted in an outstanding increase in project success.
88%
Project success rate of individual facets Increase in project success due to
synergyeffectofallfourfacetstogether
10%
66%
59% 58%
56%
53%
Average
project
success
rate
Real Insights: Solid Methods: Better Skills: Right Investment: Change
Awareness of Consistent use of Professional >20% Change Budget Champions:
Change Challenge Formal Methods Change Managers Combining All
Four Facets
37. closing the change gap 35
To truly shine in enacting change, organizations need to “polish” all
four facets of their Change Diamond.
By combining all four facets, Change Masters attained an 80 percent
success rate – an increase far beyond the sum of the individual
effects. Together, Figures 18 and 19 demonstrate the potential
rewards of devoting attention to:
REAL INSIGHTS, REAL ACTIONS
BETTER SKILLS, BETTER CHANGE
SOLID METHODS, SOLID BENEFITS
RIGHT INVESTMENT, RIGHT IMPACT
38. 36 making change work
ARE YOU READY?
Ask yourself the list of questions below, entering a checkmark in the
applicable column. Your checkmarks can help you identify your cur-
rent strengths and weaknesses regarding each of the four facets of
the Change Diamond. The resulting pattern can help your organiza-
tion pinpoint where to take actions now to learn how to better deal
with change and reap the benefits of handling it well.
FIGURE 20 HOW DO YOU RANK ON THE CHANGE DIAMOND FACETS
Look for patterns in your answers to see where your organization most needs to improve.
GAINING REAL INSIGHTS AND TURNING THEM INTO ACTIONS TENDING TENDING
YES TOWARD YES TOWARD NO NO
Does your organization have a good common understanding of why projects
have failed or succeeded in the past?
Are the people and cultural aspects of the change plan given emphasis equal to
that placed on process and technological changes?
Is change viewed as a long-term transformation that’s part of a strategy, as
opposed being seen as a succession of individual separate projects?
MAKING GOOD USE OF METHODS
Does your organization have a consistent, tried and accepted method for change
management that is applied to every project?
Do all projects have an approved business case, and a method for identifying and
tracking benefits against that case?
Is change managed as a formal workstream in all significant projects?
LEVERAGING SKILLS FOR BETTER CHANGE
Does your organization invest in building change management skills which can
be leveraged across projects?
Is the role of a project sponsor well-defined, and is that role held accountable for
specific communication and direction setting tasks?
Are there processes and technologies in place to allow people to become
involved in the change, get accurate information and provide feedback?
INVESTING WISELY IN CHANGE MANAGEMENT
Does your organization include change as a line item when budgeting projects?
Is your change management budget set relative to project complexity and risk, as
opposed to a straight percentage?
Is the change budget focused largely on understanding and reacting to
complexity, developing consistent methods and acquiring the best change skills?
39. closing the change gap 37
CONCLUSION
While the Enterprise of the Future is indeed hungry for change, our
Making Change Work study shows that executing change well
remains the exception, though certainly an achievable goal. Our
research with practitioners revealed practical insights about closing
the change gap – including the insight that soft, people-related
factors typically present greater challenges than hard, technology-
related factors that are typically easier to identify and measure.
Companies can no longer justify or afford an ad hoc approach to
change management. We discovered that change management is
at a turning point from an art to a professional discussion, from
improvisation to a richer, more systematic approach, based on clear
empirical perspectives on what works and what does not.
Improving project outcomes requires attention to a combination of
acting on real insights, employing better skills, establishing solid
methods and allocating the right investments. By focusing on all four
facets of the Change Diamond, organizations can gain synergies
that make change work in their favor: delivering more successful
projects and building a change management capability that is vital
to becoming an Enterprise of the Future.
40. 38 making change work
THE IBM INSTITUTE FOR BUSINESS VALUE
IBM Global Business Services, through the IBM Institute for Business
Value, develops fact-based strategic insights for senior business
executives around critical industry-specific and cross-industry
issues. This executive brief is based on an in-depth study by the
Strategy & Change team. It is part of an ongoing commitment by IBM
Global Business Services to provide analysis and viewpoints that
help companies realize business value. You may contact the authors
or send an e-mail to iibv@us.ibm.com for more information. For the
IBM 2008 Global CEO Study referenced in this study, go to: ibm.com/
enterpriseofthefuture. For other relevant studies, you may also
browse our Web site ibm.com/iibv.
41. closing the change gap 39
ABOUT THE AUTHORS
Hans Henrik Jørgensen is an Associate Partner in IBM Global Business
Services and Global Lead of the Change Management Community. He
has led numerous projects in the area of management and strategy
consulting in Europe, Americas and Asia over the past 15 years. Hans
Henrik can be reached at hans-henrik.jorgensen@de.ibm.com.
Lawrence Owen is the Global Leader of the Organization and
Change Strategy Practice, within IBM Global Business Services. He is
responsible for leading the development of organizational and
change strategies for clients to drive their transformation agendas,
and manages one of the largest organization and change consulting
teams globally. Lawrence can be reached at owenl@us.ibm.com.
Andreas Neus is a Senior Managing Consultant with the Strategy and
Change practice of IBM Global Business Services and leads the ser-
vice innovation research at the Karlsruhe Service Research Institute
(KSRI), founded jointly by Karlsruhe University and IBM. Andreas can
be reached at andreas.neus@de.ibm.com.
42. 40 making change work
CONTRIBUTORS
Saul Berman, Global and Americas Strategy and Change Leader, IBM
Global Services
Peter Korsten, Global Leader of the IBM Institute for Business Value,
IBM Global Services
Mark Buckingham, Senior Managing Consultant, Strategy and
Change, IBM Global Business Services
Mike Ash, Senior Managing Consultant, Strategy and Change, IBM
Global Business Services
Jason Seng, Senior Consultant, Strategy and Change, IBM Global
Business Services
Jacqui Warren, Partner, Organization Change Strategy, UK and
Ireland, IBM Global Business Services
Professor Dr. Georg Rudinger, Director, Centre for Evaluation and
Methods (Zentrum für Evaluation und Methoden – ZEM), University
of Bonn
Sandra Pietrangeli, Project Manager, Centre for Evaluation and
Methods (Zentrum für Evaluation und Methoden – ZEM), University
of Bonn
43. closing the change gap 41
ACKNOWLEDGMENTS
True collaborative innovation was exhibited by more than 1,500 clients
and many other colleagues throughout IBM who contributed to this
paper. In particular, this paper benefited from additional input and
research from Jörg Albrecht, Anna Bisch, Carolyn Burgemeister, Edwin
de Groot, Rosane Giovis, Lars Gottschling-Knudsen, Daniela Humpert,
Christoph Kaftan, Toru Kaneko, Patrick Kramer, Eunice Kwon, Jan
Neumann, Si Young Park, Gaelle Pujo, Ayodele Sebilleau, Nathalie
Svaiter, Grace To, Ray Wang and Shi Rong Zhang.
FOR FURTHER INFORMATION
To find out more about this study, please contact one of the Strategy
& Change leaders below:
Global and Americas Saul Berman saul.berman@us.ibm.com
Asia Pacific Steven Davidson steven.davidson@hk1.ibm.com
Japan Ryuichi Kanemaki kanemaki@jp.ibm.com
Northeast Europe Sara Longworth saralongworth@uk.ibm.com
Southwest Europe John Papatheohari jpapathe@fr.ibm.com
44. 42 making change work
REFERENCES
1
“The Enterprise of the Future: IBM Global CEO Study 2008.” IBM
Corporation. May 2008. www.ibm.com/enterpriseofthefuture
2
Ibid.
3
Ibid.
4
“The Enterprise of the Future: IBM Global CEO Study 2008.” IBM
Corporation. May 2008. www.ibm.com/enterpriseofthefuture
5
Ibid.
6
Jørgensen, M. and K.J. Moløkken-Østvold. “How Large Are
Software Cost Overruns? Critical Comments on the Standish
Group‘s CHAOS Reports.” Information and Software Technology
48(4). 2006. http://simula.no/research/engineering/publica-
tions/Jorgensen.2006.4
7
Based on revenue CAGR 2003 to 2006. “The Enterprise of the
Future: IBM Global CEO Study 2008.” IBM Corporation. May 2008.
www.ibm.com/enterpriseofthefuture
45. closing the change gap 43
8
Gerstner, Lou. Who Says Elephants Can’t Dance? Leading a Great
Enterprise Through Dramatic Change. HarperBusiness. New York.
2003.
9
The findings from this study align with the academic literature.
See for example: Kotter, John. “Leading Change: Why
Transformation Efforts Fail.” Harvard Business Review. March-April
1995.