http://www.haldane.com/business-transformation-and-change/designing-a-new-code-for-change-part-2/ Successful Change Management Mon, 01 Feb 2010 11:16:56 +0000 hourly 1 http://wordpress.org/?v=3.1 http://www.haldane.com/business-transformation-and-change/designing-a-new-code-for-change-part-2/comment-page-1/#comment-26 Nigel Leppitt Fri, 22 Jan 2010 17:37:44 +0000 http://www.haldane.com/?p=12#comment-26 Sure, just click on via Feed Reader or via email at the Top right hand oner of the websie. Best Regards Sure, just click on via Feed Reader or via email at the Top right hand oner of the websie. Best Regards

]]> http://www.haldane.com/business-transformation-and-change/designing-a-new-code-for-change-part-2/comment-page-1/#comment-9 Nigel Leppitt Mon, 11 Jan 2010 07:38:21 +0000 http://www.haldane.com/?p=12#comment-9 Olaf, I could not agree more. I think one of the biggest risks to any project is not within but external to the project. That is the portfolio risk. There are a number of issues with how organisations manage thier portfolio of change, not least, effective alignment with strategy, prioritisation and trade-off decision making. Many organisations fudge this! Your point related to change "overload" or "fatigue" is also topical. We have some ideas on how businesses can manage this and I have an article coming out on that soon, including techniques around prioritisation. I also like you idea around business engagement. Have you seen this work effectively? Have you had any success with engagement? Olaf, I could not agree more. I think one of the biggest risks to any project is not within but external to the project. That is the portfolio risk. There are a number of issues with how organisations manage thier portfolio of change, not least, effective alignment with strategy, prioritisation and trade-off decision making. Many organisations fudge this! Your point related to change “overload” or “fatigue” is also topical. We have some ideas on how businesses can manage this and I have an article coming out on that soon, including techniques around prioritisation. I also like you idea around business engagement. Have you seen this work effectively? Have you had any success with engagement?

]]> http://www.haldane.com/business-transformation-and-change/designing-a-new-code-for-change-part-2/comment-page-1/#comment-4 Olaf Ransome Thu, 07 Jan 2010 14:56:11 +0000 http://www.haldane.com/?p=12#comment-4 The project management team is only one part of the whole; of course, good qualifications and standard tools help them with implementation. Just as big an obstacle is the organisation itself; how many projects are people being asked to give input to, how many other calls on their time are there, which are the priorities? Organisations need a way to mamage this. One might have a "New Business Team", perhaps weith reps in each key department. This can go someway to shielding the line folk from too much intrusion. The project management team is only one part of the whole; of course, good qualifications and standard tools help them with implementation. Just as big an obstacle is the organisation itself; how many projects are people being asked to give input to, how many other calls on their time are there, which are the priorities? Organisations need a way to mamage this. One might have a “New Business Team”, perhaps weith reps in each key department. This can go someway to shielding the line folk from too much intrusion.

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