Posts Tagged ‘change’

Four Major Forces Creating Change in Organizations Today – skills that managers need to

December 6, 2009

Globalization, technological change, knowledge management and cross border cooperation, four factors that create large forces to change in organizations today.

These changes affect decision making as organizations are forced to recognize that they executives who are innovative, creative visionaries, the different environments that are operating their organizations need to understand where and are able to differentiate between these differentEnvironments.

These environments are: the external, or operating environment, the competitive environment (the part of the external environment in which companies that are competing for the same market place) and the macroenvironment, which influences how the economy, government regulations, societal values demographics and technology come to bear on an organization.

With such a complex view of leaders must be equipped with the appropriate skill sets, such as flexibility,Good communication and critical thinking and negotiation skills. You must also be supported with the necessary resources to make good decisions that will benefit their organizations.


Supports Convergence in international activities, such as increasing foreign production of goods and services, increased consumer demand in emerging markets worldwide, falling barriers to international trade of rapidly changing technology, creates aglobal economy has resulted in the mutual dependence between countries as a norm today. So are the hiring practices of companies that find the best talent is to have changed because the best talent may not be resident in the home.

Companies had their recruitment, training and management practices to be calibrated to respond to this challenge will be. In a world that "Americans too often quite as pushy, manipulative come, and talkative" (David, 2007, p.291), U.S.Organizations need the culture, customs, political and legal differences with respect to the countries they operate in.

Some of these customs protocol related, such as exchange of gifts, the observance of holidays and employment law. Even taking into account international standards vary. Organizations must therefore be sensitive to these differences in the formulation of operational and human resource (HR) strategies for the implementation abroad, in this global environment it isunlikely that the companies, national policies can be applied that work at home and abroad.

Technological change:

Technology is like a double-edged sword, make our lives easier, or may be even worse. The Internet has revolutionized the way in which information is exchanged, facilitating communication and trade conducted revolutionized. The technology is rapidly changing demands and efficient management to more knowledge in these areas in order for companies to manage their resources anddevelop obtain or retain their competitive advantage.

Modern technology has enabled the company to save time and money by conducting business such as negotiation, and trade in real time, but may also facilitate the sharing of sensitive information about the practices of a company's trade secrets and the development of new products in a matter seconds.

Hackers can use the security of a company via the Internet and placed on companies in danger. Organizations have responded by completely new speciesof departments such as information technology (IT) departments by managers with titles such as Chief Information Officer (CIO), led the management of both the opportunities and risks associated with technological changes linked.

Moreover, any technology has a number of high-tech devices to help lead and facilitate the enterprises in the procurement and management of information generated worldwide in constant contact with their employees what the communications and decisions immediately. This can be both a blessing and a source of stress for managers and executives who have to learn to manage their selection and use of these devices. In a global economy in knowledge management technology can

Knowledge Management

Driving forces such as changes in buyer demographics and preferences, technology, product innovation and market changes in society, consumer attitudes and lifestyle require new ideas. This has created a need for knowledge workers.

> Knowledge workers of a company include intellectual capital and the creative people with new ideas and problem-solving capacity exists. Managing knowledge assets a company can have a competitive advantage because they are effectively the expertise, skill, intellect, uses, and the relations of the members of the organization.

For example a company's strategic management efforts can be significantly improved if the knowledge that resides within their international talent pool isknock at the source, as a manager, is "closer to the Earth" and a part of local culture might be better able to sense changes in the environment than one who does not.

He motivates the knowledge of workers and reward from both internal and external resources leading to a reassessment organizations and their benefits and compensation practices and to change, perhaps even re-define the traditional viewpoint of the employer-employee relationship into something new, like a Company – ContractorModel, for example.

Cross-border Collaboration

An important part of knowledge management is the effective management of enterprise-wide collaboration. Use of appropriate technologies and applications such as virtual private networks, VoIP, email, social networking sites like Face Book, and company-sponsored blogs may be the communication between an organization and its stakeholders to facilitate and help in various kinds of internal and externalcollaborative processes. An example of a tool that can be used in cross-section to cross borders cooperation could be an easily accessible online database that provides a central source of information for employees, customers or suppliers.

Managing in the 21st Century

In the 21 Century, change is the rule rather than the exception, and managers must be able to engage them. You need to evolve to be able to:

A vision and able to communicate them to their organizations
An orientationTo serve
An entrepreneurial mindset
The commitment to continuous innovation
A global mindset
Simple and reliable technology with
Expertise in systems thinking (a comprehensive view of the relationship of parts of a company, rather than a narrow view that focuses on a part or an event.)
A sense of ethics and appreciation of spirituality in the workplace
A commitment to continuous learning, personal and professional development

To respond effectively to the four majorForces to create change in today's global economy, leaders must be willing to make changes, they have curious and grateful for the richness and diversity of other cultures. This must trust-worthy and flexible, and they must cope with very strong time management, communication, conflict management, problem-solve and people skills to effectively address these drivers of change.


David, Fred R. (2009). Strategic Management, Concepts andCases, 11th ed. (P. 291). New Jersey: Pearson Prentice Hall.

Ruth M. Tappin

© 2009


Practices – The Blueprint for Change

December 2, 2009

"The management of change". One company, keyword, part of the advisory lexicon. A subset of the industry on its own. A variety of books. A variety of misunderstandings. Here is one: The people are resistant to change. This statement declares that you and I – have shifted jobs a few times, married, raised teenagers, with a thousand events in his life had been treated, do not know, a political activist or a local church helpers – to change and adapt to them. The declaration must be qualified, and that's the best I canOffer: The people are resistant to change if they lose – or they feel themselves losing control – to. In other words, the problem is change imposed, especially in the workplace, if you do not feel part of the process or not, as the owner of that change.

A second problem lies in the change of the terms "entrepreneur" or "management of change" who in an organization in many respects they appear in a product management and leadership jargon. You are in mergers and acquisitions, to describethe process of integration, the implementation of a new initiative, such as customer relationship management (CRM) or Enterprise Resource Planning (ERP) on organizational transformation programs – from R & D, for example – and in creating new structures or teams. Also, the communication plans are sometimes exhausted as a change-management programs. Until the very end, the management of change means management.

A change management program creates or converts, processes and systemsthat an organization from A to B. The experts who make internal or external consultants, will contribute to the goals of change and the demands on IT. You will be driving from A to B. It will map milestones and checkpoints, gates and review processes, success factors and budgets, motivation and information sessions.

Change management programs are just like cooking. You can upload or banal ingredients, shop at the local grocer or deli, eatingmany courses or a quick sandwich. You may (or may have paid for) an inexperienced cook, a microwave or a manager with a Michelin star. Change Management Consulting is the same. In this area, as should any other, the administrators of the observance of the old saying "you pay peanuts: you get monkeys."

Managing Methods

The average change-management program is clear, vanilla. Academics and the consulting industry have produced a plethora of methods and a wealthof Do's and Don'ts. If the proverb "a method is a trick that has twice used" is true, there are to many methods. Most of them are indistinguishable. Provided your consulting partner know their job, are professionals and get the change management cookbook, it is difficult to run the plain vanilla variety to get wrong. But you can forget a key ingredient.

So you have the plans in force, the cards, the media and the meeting room at the Landhaus Hotelwhere you gather the troops, to persuade it to change too well. They know how to get from A to B and you know who will be on the trip. And in this kind of journey it is successes and failures. Mistakes in this case, not only by the objectives to be defined has not been met – in many cases it is partial acceptance or poor use of new processes and systems that is at fault.

Take advantage of CRM. The companies spend considerable sums of installing IT systems that willLink all aspects of the profile of a client, often as a 360-degree view of customers. For example, if a medical sales representative calls a hospital specialist, he should be available to him all the historic and strategic information about the doctor, his preferences, opinions, and if he was to have seen reps from other companies in any other capacity – for example, when he led part of a clinical trial with the R & D division. He is to incorporate the outcome of the visitinto the system, report interest in products that it is not specifically guarantee the right rep in touch, and perhaps also the minutes of each side has notified the doctor. If you multiply those efforts by all sales and back-office customers, the result is a massive database that the company is invaluable.

This is a wonderful theory. Why CRM has consistently failed to meet expectations?
Using sales personnel may be low, I hate a lot of reps and corporate office can not understand why. RepetitionsGuilt for not providing the technology, the IT departments of the blame for the repetition is not in use is correct asking serious questions about management undelivered ROI, part of the field using the old systems in parallel, the IT providers are frustrated and overall Many people are unhappy, including the CEO, the substantial efficiency gains following the adoption of the latest was for sales force automation and Total Customer Care announced a few months earlier.

In nine out of ten cases,The reason for this situation has nothing to do with the sexy IT or even the implementation of the processes – it is the behavior of doing stupid. And here is the missing element. In most cases there is an unspoken assumption that the new systems and processes available, the people in them. There is an assumption as fair and appropriate because it is false.

Contradictory information

It is believed that, assuming Y is a better system than the system X, Y will use the people and behave in accordance withhow it works. But the reality is that many people continue to behave in the old way. Explanations will be given for this, most of them post-hoc rationalization of the resulting fiasco. An example is: "People are not motivated enough." But three months before you collect your field for a motivational weekend in which motivational speakers and your COO infused the troops with enthusiasm for the multi-million pound investment. Another example: "People do not see the value of IT and do not use itmuch ". But you installed the processes and IT systems across multiple project teams that include representatives of the now disillusioned troops. They constructed the requirements for the new system. You also hear that the technology is too complex or that it does not even so t, which has promised. But here, too many people were involved in their development.

You will hear many other explanations, but if you scratch the surface, a common factor appears: old behaviors reinforcedand were not replaced by new ones. A fundamental law of psychology states that behavior is sustained or repeated if it is reinforced or rewarded, regardless of the reason for their existence. Reinforcements come in all forms: cash, bonus beat targets, the power, one on the shoulder, promotion, pleasing the boss and so on. Change management programs tend to forget that used for the new system will need new behaviors are taught and reinforced as new systems and processes,induced, whether IT or not, does not necessarily generate new behavior. On the contrary, requires new behaviors are taught to support the new processes and systems. With the behavior we mean both management behavior – such as the culture that defines the way things are accepted or discouraged – and end-user behavior.

Another major cause of errors, particularly in the implementation of CRM in HI-tech companies, the potential coexistence of contradictory goals: the goal of a customerCRM and the very common product-centric machines of the company. R & D-led company to talk about a product portfolio language – rich pipeline or gaps, breakthrough innovations, Blockbuster – and have a machine for marketing, sales and training in line with this. Nothing wrong there. But true customer-focused approaches to solve problems and talk of a customer language. It can not be a solely product-related approach, and they sell a customer solution. There are decisions tomade, and do not see on many occasions, either management or not, they want to do.

Reinforcements are deployed in the wrong place. If the desired behavior for the repeats
is diligent use of the CRM system – fed by the fields on the computer – but they continue for the number of calls, or they are rewarded the sales in order to feed their inclination, the system will gradually disappear. And if the same management that brought into the CRM systemcontinue to ask only for call numbers and market share, without declaring them to be very interested in customer data does not surprise you if the CRM system is busy at 25% and hated by all. The repetitions should continue on this data to the old territory management system to simplify the way, took a fraction of the time use. The sales force has actually been given a Rolls Royce to work with, but they are by the number of shopping bags to carry them in rewardsStrain. No wonder, shopping has become so expensive.

Rewarded or reinforced behaviors are repeated and become the norm, no matter how much contradict the strategic goals and statements. A good change management program needs to explore the behavior of components must be strengthened and what is not (a layman would be forgiven for calling them to be punished, "will", but that is very different and far less effective than a lack of amplification). It goes far beyond processSystems or IT architectures.

The lack of psychological technology to implement new systems was the common practice is exceptional. A pharmaceutical client with our Behavioral Change Management (BCM) program, told me recently: "We have everything wrong with our CRM." It was too hard on themselves, because most of what they were doing was right. They just forgot behavior. Each behavior program that followed with the implementation of a new process must be psychological laws. MotivationalExercises can be used to operate the field or group of users – an appeal to their loyalty, commitment, and perhaps the inspiration they get from success. In general, these motivational exercises (or "behavioral trigger") for the introduction of initiatives and support the early stages of adoption of good, but they are not good, because sustainable gain. Even when accepting new positive behaviors, they will fade if they are not reinforced.

Reinforce the message

The management of change makesfor exciting cooking, but has all the ingredients. The only true change management change management is behavior and behavior change has exquisite balance between behavior and reinforcement. We have over 40 patterns of behavior leading to work in a medium or large-scale implementation of a process or a species, such as a new knowledge management, or CRM program are in place to identify. Detection of the behavior behind your processes is of crucial importance for understandingor what should not be increased. Just what is sustainably strengthened. If something is sustainable, it has been strengthened if the gain is obvious to you or not.

CRM is much cheaper and less painful when companies focus on a powerful combination of both a true CRM (ie, genuine customer focus to create products to sell instead), and behavior to support new processes and systems, rather than hoping that the new, expensive IT create sustainable behavior by itself.

Time Management Skills Build Your KASH Box for sustainable change

November 24, 2009

Is your inability to manage time Empty financially, mentally, physically and emotionally? Perhaps the problem is not so much as knowledge and skills but attitudes and habits.

Do you have a time management training has been? Are you still with the knowledge and skills? For many, gained new knowledge and skills in most of the time management training is lost within six to twelve months. The reason more often than notAttitudes and habits.

How long were you a slave to time? For many, the answer is usually years. Then, as you can expect a day or two or even three days time management training program for many years to change habits or behavior? Simply put, it is not.

Behavior, the physical evidence of a positive attitude or negative attitudes, which were driven by beliefs. For example, if you believe that you and only you can handle certain situations, thenwill always be a slave to time. Well, what would happen if you do not show up tomorrow, again for the job? The company would fall apart? Probably not the answer in 95% of cases.

Another behavior that becomes a habit, is the inability to say no, you know how to say no, but you do not choose to do. So, again, the master and you are the slave.

Would this charge to your KASH Box along with everyone else stop? Then learn to focus on the development of the necessary settings Focusand habits for time management success.

PS KASH Box for sustainable change is K = knowledge, A = Options S = Skills; H = Habits KASH which is supported by a change in the drawer that the positive return on investment "change behavior when considers the wellbeing of individuals .