Change Management


To be successful in the long run, organisations must regularly critically assess the long-term viability of their strategies, business models, structures, performance management systems, processes, IT systems and methods of cooperation and continuously develop them. 


Most change management efforts fall short of thorough preparation. After all, the success of an implementation whose technical feasibility might be given especially lies in its sustainability. This can only be reached with the acceptance of all employees. 

  • Typical change management suggests that much about change is irrational and hard to predict. 

  • Many organisations install a change successfully but then stumble when they try to realise the anticipated benefits 

  • For any transformational change to succeed, people have to think and work differently. To get these new behaviours to stick, they need to be reinforced and celebrated by a connected group of sponsors throughout the organisation 

  • A simple risk assessment at the outset can identify specific risks early, and provide a simple, practical set of actions that dramatically improve the odds of success. 

  • The biggest difference between successful and unsuccessful change efforts is breaking past installation and onto realisation. 

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