Major change management projects in organisations require an understanding of the culture of the company, and the way that culture may actively resist any changes.
With the rapid changes in technology and globalisation, the past decade has seen organizations of all types undergo change more than ever before.
Working relationships can be a source of stress and frustration, but they can also be a source of satisfaction and strength. As-one relationships are especially important in projects because of the limited time and resources and the importance of delivery.
How do you get everyone on board the change train that is gaining speed and heading out of the station? How do you get your people to, not only go through the motions but also actually “buy into” the changes that are necessary? People’s resistance to change is not entirely irrational; it stems from good and understandable concerns. Here are the six most common reasons people resist change and tactics to convert this resistance to commitment.
Systemic Cyberattacks on the financial services industry have become a millisecond occurrence, as the sector becomes more interconnected, the security risks increase for many organisations in the industry.
A change initiative involves a concerted, consistent effort at various levels. The Top Management and Board of Directors are as important to the process as is the change agent, the sponsors, the steering committee and the people at large.
ADKAR is a goal-oriented change management model that permits its group groups to focus their actions on particular business outcomes. The model was primarily applied as a means for finding out if management actions like communications and guidance were giving the preferred outcomes all through organizational alteration.