Campaign management may be the critical competency in managing the complex transition to that coveted future state. After all, the goal of all campaigns is Agreement, and without agreement, things can get very different without getting the desired Change. But how do you know the campaign is making sense?
Organizational change management (OCM) requires Organizational Configuration Management. This September 2019 Archestra Notebook introduces the concept of organizational configuration management and its explanation.
Biases are predispositions of a psychological, sociological, or even physiological nature that can influence our decision making.
They often operate subconsciously and by definition are outside the logical process on which decisions are purportedly based.
While we may readily acknowledge their existence, we often believe that we ourselves are not prone to bias. (This is actually a form of bias in itself, called overconfidence.)
McKinsey found that “reducing decision biases” as number-one aspiration for improving performance of chairpersons/members of boards.
Managed Change efforts overall still fail at 66% to 75% of the time. This means that the prevailing perspective on how to "make" change is defeating most other factors. Here's why.
Ongoing debates about strategy versus execution continue mainly because the meaning of each term is fought over while also being incorrectly overgeneralized. But when the term Execution is properly understood, it's not so easy to casually throw it around.
Organizational change management (OCM) requires Organizational Configuration Management. This September 2019 Archestra Notebook introduces the concept of organizational configuration management and its explanation.
Biases are predispositions of a psychological, sociological, or even physiological nature that can influence our decision making.
They often operate subconsciously and by definition are outside the logical process on which decisions are purportedly based.
While we may readily acknowledge their existence, we often believe that we ourselves are not prone to bias. (This is actually a form of bias in itself, called overconfidence.)
McKinsey found that “reducing decision biases” as number-one aspiration for improving performance of chairpersons/members of boards.
Managed Change efforts overall still fail at 66% to 75% of the time. This means that the prevailing perspective on how to "make" change is defeating most other factors. Here's why.
Ongoing debates about strategy versus execution continue mainly because the meaning of each term is fought over while also being incorrectly overgeneralized. But when the term Execution is properly understood, it's not so easy to casually throw it around.
Alliance governance: Balancing Trust and Control in Dealing with RiskAlex Todd
Every alliance requires that at the outset there are ways and means to establish sufficient trust for the parties to share information fully and to make timely decisions regarding joint investments and activities. Additionally, there are always times during the life cycle of an alliance when trust is challenged (key people change, surprises happen, partners become complacent and let communications lapse, etc.). So how do alliance managers develop and preserve a sufficient level of trust and deal with situations where trust erodes and needs to be shored up again?
When designing an alliance governance structure, managers have to choose between approaches based on control or on trust. This presentations proposes a framework to help managers decide which of the two is appropriate in a particular situation. Are control and trust substitutes or complements? What is the link between control, trust and risk? Our approach proposes that whether control and trust are substitutes or complements depends on the level and type of risk an alliance faces. In high risk situations companies use complex combinations of control and trust in a complementary way.
Layoffs dump huge numbers of highly qualified people into joblessness, who either didn't see it coming or can't understand why it had to happen. What did they miss?
Decision making is a stream of inquiry, not an event. Decision-driven organizations design and manage it as such: they match decision-making styles to appropriate techniques and, wherever possible, encourage parties to play roles rife with dissent and debate; decision rights are part of the design.
Being simple-minded about complexity does not help to understand it nor to work with it successfully. This breakdown abstracts and compiles the many aspects of recognizing, creating, and managing with complexity as is consistent across many different domains of effort.
You have the power to lead, change you workplace, and collaborate not only across offices but also across the world. In this exciting session, you will learn about innovative strategies for becoming a leader and setting up the workplace systems to support open communications across your organization to facilitate collaboration. Learn about new technology systems for managing collaboration and how you can be a change agent within your organization for growth.
Bob Stone from Healthways, a solution provider company at the marcus evans Corporate Benefits Summit 2012, on improving well-being, thereby reducing employee costs and increasing individual and organizational performance.
Interview with: Bob Stone, Co-Founder & Vice President, Healthways
Scientist and novelist C.P. Snow wrote that social change was "so slow that it would pass unnoticed in one person's lifetime. That is no longer so. The rate of change has increased so much that our imagination can't keep up." Two of the most critical elements of leadership are the introduction and management of change. Most organizations rise or fall based on how well they manage the introduction of change and the control of uninvited changes in their environment.
Expositores
Dra. L.A. Luciana Micaela Murga
Dr. C.P. Juan Francisco Martínez Cataldi
¿Qué es un Proyecto Exitoso?
àCuando se cumplió con el alcance, calidad y presupuesto en el tiempo pedido
àCuando se desarrollaron / produjeron los elementos que cubrían los requerimientos
àCuando todos los recursos fueron involucrados en tiempo y forma
üCuando se cumplieron las condiciones de satisfacción…
Alliance governance: Balancing Trust and Control in Dealing with RiskAlex Todd
Every alliance requires that at the outset there are ways and means to establish sufficient trust for the parties to share information fully and to make timely decisions regarding joint investments and activities. Additionally, there are always times during the life cycle of an alliance when trust is challenged (key people change, surprises happen, partners become complacent and let communications lapse, etc.). So how do alliance managers develop and preserve a sufficient level of trust and deal with situations where trust erodes and needs to be shored up again?
When designing an alliance governance structure, managers have to choose between approaches based on control or on trust. This presentations proposes a framework to help managers decide which of the two is appropriate in a particular situation. Are control and trust substitutes or complements? What is the link between control, trust and risk? Our approach proposes that whether control and trust are substitutes or complements depends on the level and type of risk an alliance faces. In high risk situations companies use complex combinations of control and trust in a complementary way.
Layoffs dump huge numbers of highly qualified people into joblessness, who either didn't see it coming or can't understand why it had to happen. What did they miss?
Decision making is a stream of inquiry, not an event. Decision-driven organizations design and manage it as such: they match decision-making styles to appropriate techniques and, wherever possible, encourage parties to play roles rife with dissent and debate; decision rights are part of the design.
Being simple-minded about complexity does not help to understand it nor to work with it successfully. This breakdown abstracts and compiles the many aspects of recognizing, creating, and managing with complexity as is consistent across many different domains of effort.
You have the power to lead, change you workplace, and collaborate not only across offices but also across the world. In this exciting session, you will learn about innovative strategies for becoming a leader and setting up the workplace systems to support open communications across your organization to facilitate collaboration. Learn about new technology systems for managing collaboration and how you can be a change agent within your organization for growth.
Bob Stone from Healthways, a solution provider company at the marcus evans Corporate Benefits Summit 2012, on improving well-being, thereby reducing employee costs and increasing individual and organizational performance.
Interview with: Bob Stone, Co-Founder & Vice President, Healthways
Scientist and novelist C.P. Snow wrote that social change was "so slow that it would pass unnoticed in one person's lifetime. That is no longer so. The rate of change has increased so much that our imagination can't keep up." Two of the most critical elements of leadership are the introduction and management of change. Most organizations rise or fall based on how well they manage the introduction of change and the control of uninvited changes in their environment.
Expositores
Dra. L.A. Luciana Micaela Murga
Dr. C.P. Juan Francisco Martínez Cataldi
¿Qué es un Proyecto Exitoso?
àCuando se cumplió con el alcance, calidad y presupuesto en el tiempo pedido
àCuando se desarrollaron / produjeron los elementos que cubrían los requerimientos
àCuando todos los recursos fueron involucrados en tiempo y forma
üCuando se cumplieron las condiciones de satisfacción…
Change Management now requires a new perspective on management itself, to cope with the new normal of increasingly frequent and varied demand for change.
Modeling Change Management Against The OddsMalcolm Ryder
Organizational Change Management can lean on at least six major models to help provide the checklist of To DOs and Whys. But why are there so many? Different models have diferent assumptions about how Because all models caution about destabilization, and each model offers a point of view on how to account for restabilization. This new discussion starts the argument for why certain things will wind up in every model going forward.
1. What is qualified immunity 2. What is the rule regar.docxpaynetawnya
1. What is qualified immunity?
2. What is the rule regarding review of summary judgment on appeal after a final
judgment is rendered?
3. What is the rule applied to litigants that fail to timely object to evidence at trial and
attempt to raise an objection to such evidence on appeal?
4. What is the rule regarding leave to amend as it applies to the discretion of the
district court? Note underlying purpose of Fed. R. Civ. P. 15 (2015).
5. What is the rule regarding federal judges supervising trials, and how does that rule
apply to a trial judge’s behavior/rulings?
6. What is the test applied when a lawyer asserts that a member of the jury engaged in
juror misconduct by purposefully withholding information during voir dire (the
questioning of a jury panel to determine the fitness to serve on the jury) indicating bias?
7. What is the rule regarding an appellant seeking a reversal based on their own
evidentiary errors?
8. What is the rule regarding a judge participating in the examination of witnesses?
9. What is the rule regarding the authority of a federal judge to determine the extent
and nature of a post-trial evidentiary hearing?
You are limited to no more than 5 pages of text, Times Roman 12 point, 1-inch margins on
all sides, 1.5 spacing. Put the sources you use to document your responses on a separate
page as “endnotes” not footnotes.
1.Introduction- Change.docx
1 Introduction to Book 7
(Author: Jeni Grubb, with revisions by Ingrid Brooks)
In this book we introduce the important issue of change which, for Carlopio and Andrewartha (2008) is the most common activity that demonstrates leadership in organisations. In Yoder-Wise and Menix’s (2003) words: “Change is a natural social process of individuals, groups, organizations, and society” (p.322).
As we have seen in previous discussions, organisations can be conceptualised as open systems, with the forces for change coming from both inside the organisation and outside. They are essentially processes and are composed of people in relationships with other people; nothing more than relationships and social contracts between people. All organisational change therefore “requires personal change in an organisational setting” (Carlopio & Andrewartha, 2008, p.496). However personal change is not easy – it takes effort, persistence and time. With change we adapt, learn and grow although there can be a sense of loss as old ways of doing things become redundant.
Change is a generic term, which, for our purposes, can refer to macro change in the overall health care system, changes at organisational level, or micro change within your specific work unit or department. Indeed it is likely that a macro change, such as a change in the direction of health care policy by the government, can create a ripple effect throughout the health care system (including the private sector), right down to micro changes in actual service delivery. For example, if the gov ...
Stakeholder commitment is the root of a successful change. But getting commitment as a reaction to a proposal is beginning to make less sense without first discovering what stakeholders probably want to change. This makes change management a continual process, not an event.
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
Transformation failures happen in two preventable ways. One is in not intending focused transition from change. The other is in not connecting people to purpose.on their terms. Actual transformation, an internal phenomenon of an organization avoids and supersedes both.
Individual and organizational transformation, while different from each other, relate to each other as opportunities appear for the individual to take a wanted stake in the organizational purpose.
Leading Transformation and Accelerating Change at Scale - Apr 20 2021 - Dave ...Dave Litwiller
In response to a burst of requests from the scale-up community for help working through the issues with larger magnitude change initiatives, here is a set of highlight thoughts and preferred approaches.
Year after year, organizations find that becoming more strategic is primarily a communications problem, not a problem of ideas but of influencing behavior. Management vocabulary is largely to blame, but it can change.
Strategic structures for aligning Cooperation_the Enterprise.pdfMalcolm Ryder
A comparison of four different organizational models for co-operative pursuit of goals. Emphasis is on distinguishing "enterprise" as a specific configuration rather than as a catch-all synonym for "business".
Inclusion is the Equity of Diversity 04.19.23.pdfMalcolm Ryder
In a society that contains multiple cultures, the ideas of multi-culturalism and diversity appear to be the same goal, but social behaviors have their own systems outside of culture that predispose inclusion or exclusion at any level of community. This description navigates and categorizes the constellation of terms and dynamics presumed to characterize equitable inclusivity in a heterogeneous culture.
A Semantic Model of Enterprise Change.pdfMalcolm Ryder
This presentation is a distillation of language used to describe the scope and configuration of change managed at the enterprise level. Its goal was to find a way to drastically reduce the vocabulary necessary to model managed change, and to have the model be far more intuitively familiar.
As examples of wheels not needing to be reinvented, medicine and technical support both have profound and extensive practice knowledge in seeing through symptoms to causes, for problem-solving. That experience feeds back lessons learned into future designs of environments, processes and products or services - but also into problem-solving itself. This discussion arranges various aspects of that learning into a practical reference for maturing the decision-making capability needed on demand. This arrangement is work in progress.
We accept that everyone has Bias, and the study of that is exhaustive if not complete. But we continue to ask Why we have bias; the answer is that we need it.
Debating about design in the social media of business seems aimed at designing Design itself; but the results so far are not very persuasive. This is a significant knowledge management problem.
Alignment of Value and Performance - Reference modelMalcolm Ryder
Performance is meaningless unless it also amounts to needed value. The activity that generates this relationship is visible in a hierarchy of logical dependencies. The vocabulary for this visibilty is already very common; here it is also fully disambiguated.
As opposed to execution, delivery, and other common terms of progression, "production" is a perspective that directly relies on designing continuous value-driven activity, not on achieving a single prescribed outcome. Enabling active capability is the management concern, and value creation is the experience.
Management's relationship to complexity is clarified in this short piece based on revisiting basic definitions. No special domain expertise is required but the argument applies to all domains.
A meeting is a group behavior, and the value of the meeting will depend on why people will do what they do with it. This framework explains the cause and effect linkages occurring within a meeting that actually is needed instead of merely held.
Not all workgroups are teams, and teams may not be enough to cover the work needed to meet requirements. This framework identfies the scale of workgroup and scope of requirements that distinguishes one type of workgroup from another.
Waterfall was never so much of a development management method addressing a customer demand issue. Rather, it is a build management method addressing a product management issue. See how.
The future of work depends on the future of managed change. This overview identifies why work, as arranged by organizations, is modified both in practice and policy but must become focused primarily on why the worker works.
The design and redesign of organizations today more regularly pursues agility, but very often it thinks that a given model will cause it, rather than discovering its best model from knowing what agility needs. This discussion surveys the underpinning archihtecture of agility, from which to cultivate or discover a site's appropriate model(s).
The purpose of organization is to influence effectiveness, and the logic behind that is practiced through the model of organization. This notebook compiles a common logic behind all models of organization.
Diagramming of the key conditions and initiatives and objectives that combine to produce organizations that are holisiticaly designed for change. Consolidates the strategy, architecture and knowledge analyses from the systems thinking and design thinking perspectives.
Website concept, structure, content and functionality created by Malcolm Ryder in voluntary support of business development by a startup consulting firm.
Frameworks allow models, methods and techniques to be applied in an architecturally open manner. However, the coherency of the available configurations is not prescribed. The role of the framework is to identify what must be included and why.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
2. Solving The Right Problem
Management is the key to success, right? But even though organizational changes are explicitly managed,
some changes fail. Complexity is certainly a typical culprit. But one cause of failed changes that may be even
more important can be neglecting what is really most necessary to manage in the change: transition.
Managing the transition, from the current state to the desired future state, is sometimes overwhelmed by a
cult of results: a preoccupation with an endpoint and with the compromises of it that may occur due to
complexity in the effort. This focus on the endpoint increases the risks that shortcuts and exceptions will be
employed in reaction, without a disciplined connection to other key factors, effectively corrupting the
transition. The consequence is that the intended change is unstable and does not actually survive.
Bringing the focus back to the transition itself re-establishes the point of view that gives the most important
perspective. Namely, when a departure from the current state is being attempted, what differences are
expected or occurring, that inhibit or encourage progress towards the target future state? How should the
differences be treated in order to fortify a good logic of the transition, or to overcome a bad logic?
The following descriptions and sketches survey the perspective of managing differences, not outcomes. The
point is not to discount the importance of achieving good results, but instead to highlight the role and goal
required to specifically manage change.
3. Point A to Point B: the logic of the transition
We are all familiar with the strong but sometimes ironic nature of a legal trial. The institution and process
that is employed to render judgment spends as much time protecting its own integrity as it does on anything
else. The importance of that self-referential attitude is in its ability to assure that the result of the process is
“valid”, regardless of what the specific result turns out to be.
The same emphasis on procedural integrity exists, of course, in the scientific method. No principle is more
important than that the experiments and tests serving as the foundation for a claim or discovery can be
repeated by a disinterested third party to provide the same accountability of whatever results occur. In fact,
it is not unusual that such a repetition of process may not come up with the same result but will carry the
same, if not better, degree of accountability.
A final familiar reference to the focus on procedure is the common experience of playing ordinary games by
their rules. Although it is never the case that two games unintentionally duplicate each other, they can
wholly share the same rules and objectives – and each game’s progress is always governed by the effect of
the rules on their intermittently occurring events.
So it is that managing a trial, managing an experiment, or managing a game exhibits the essential paradigm
for managing change. Independent of the results, the validity of the procedure is paramount, while also
establishing the basis for comparisons, improvement, and prescribed effectiveness.
4. The Concept Of A “Valid” Change
A “change” is typically thought of as a future state
intended to allow or cause an opportunity or a
capability. But the real change is in getting there.
WHAT
differences are
targeted
The future state is represented by a description of
what will be different, where the difference will be
driven within the institution itself, and how the
institution will provide the means for effecting the
change. The description is expected to be accepted
or rejected, based on those goals and concerns.
The description argues that the means (HOW) will
enable conformity to the position and predisposition
(WHERE) that the institution agrees should allow or
cause the future state (WHAT).
The logic of the argument prescribes a premeditated
alignment of those goals and concerns. The
alignment must be reasonable and sustainable.
The goal of the logic itself is to validate the likelihood
of the success of change. Change Management
instantiates the argument, not the future state.
MANAGEMENT
HOW
WHERE
differences are
enabled
differences are
promoted
6. Stakeholder Justifications
To bring about the proposed change,
Stakeholders and participants must embrace
the concept of the future state as their
common goal.
WHAT
differences are
targeted
Justifications drive the motivation of the
different parties to take on the needed
operational responsibilities of supporting
change.
Without relevant motivation, the momentum
of the status quo is unlikely to allow enough
opportunity to coordinate enough review of
the proposed change.
Without enough review, there is insufficient
determination of possible impacts.
In effect, without clear distinctive high-level
justifications, it is unlikely that a basis will
form for accepting the particular view of the
future as being necessary.
HOW
WHERE
differences are
enabled
differences are
promoted
7. Stakeholder Guidance
With Justifications
Value
&
Roadmap
A successful change is not an event but
an enduring condition.
The endurance of the condition is a
logical result of the condition having a
good host.
To be a host, the enterprise does not
merely experience the change; instead
it literally incorporates the change.
This incorporation can occur when a
good combination of justifications and
guidance exists for the participant
actors at an operational level.
Guidance shows the actors what is
needed in structural terms, and
justification shows why that is
beneficial and important to them.
Organization
&
Implementation
Governance
&
Support
8. Managing Co-Operation
The future state proposed by a change is always
compared directly against existing ways of getting things
done. Therefore, the argument in favor of change must
specify its necessary operational conditions and also
identify how those conditions are realized.
WHAT
differences are
targeted
The logic for adequately sustaining the future
state calls out key participants and stakeholders,
who will then need to evaluate what operational
differences are proposed versus the status quo.
Those proposals model the demand for
management activities. In the model, differences
become manageable by coordinating
requirements, quality and programs. Participants
and other stakeholders are the suppliers of the
mechanisms for providing requirements, quality
and programs.
Defining requirements begins with assessments and
prioritizing; the quality of the environment for related
activities relies on agreeing areas and types of assurance;
and a program is used for maintaining delivery of the
capability to operate both appropriately and sustainably,
so that the delivery is continual.
requirements
HOW
WHERE
differences are
enabled
differences are
promoted
9. Aligning Justifications of the
Proposed Change
The definition of the proposed
change will identify what change
will occur, where its assurance will
be internally driven, and how it
will be enabled.
Strategy
Transformation
The responsible parties will need
to cooperate. The cooperation
will be modeled, in ways that are
shared through plans.
The primary plans will show that the
interests of the different parties are
reconciled for the benefit of making the
future state attainable and sustainable. The
Plans provide the parties with a common
reference for them to pursue and track the
alignment of their enabling efforts.
The key plans modeling the reconciled interests in the
change are Strategy, Transformation, and Architecture.
These plans reflect the distinctive disciplines that shape
the environment into the culture and the host of the change.
Architecture
13. or·ches·trate
verb (used with object), verb (used without object), or·ches·trat·ed, or·ches·trat·ing.
1.
to compose or arrange (music) for performance by an orchestra.
2.
to arrange or manipulate, especially by means of clever or thorough planning or maneuvering:
to orchestrate a profitable trade agreement.
-- Dictionary.com