Tuesday, August 23, 2016

The Monthly Insight: Five Big “WHERE”s in Change Management Aug. 2016

Change is inevitable, organizational change has become a common practice within an organization, but too often changes are made as a reaction to outer impulses, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. People, process, technology, where should you make the change, in order to make change more effective, sustainable, and improve the success rate of change initiatives?


    Five Big “WHERE”s in Change Management

  • Three Practices to Overcome Corporate Silo Mentality? We have transitioned from an industrial age to knowledge, innovation, and hyperconnectivity economy - with this shift has come to a change in organizational forms away from the traditional rigid hierarchies managed through command and control to more fluid and responsive network forms. Yet many business managers still apply old silo management mindsets to new ways of organizing and this legacy of the old economy limits many 'networked' organizations. Are silos a mere product of organizational design? Or is their nature tied to a deeper level: the humankind's nature? Despite the mountain of evidence pointing the detrimental effects of these silos, they still seem to be quite common in organizations. The question is: why? In today's volatile economy, nothing impedes progress more than protective silos which are simply a form of bureaucratic amorphous mass designed to preserve the status quo. How does one eliminate bureaucracy? What would be some ideas to assist in breaking down silos in an organization where they are present??


  • How to Cultivate a Culture of Continuous Improvement: Digital means change, learning is the only way to adapt to changes. To become a "learning" organization and grow as a Digital Master, you must first have the right culture to encourage learning with growth mind, from the top down commitment to human capital investment, and ensure employees have the tools and resources that support it. Culture is an "invisible" spot Change Management should focus on.

  • The Symptoms of Ineffective Team or Organization? Change is never for its own sake. The true reason behind the change is either due to the ineffectiveness of teams/organizations or the inefficiency of processes or practices. There are many common success factors in effective team or organization; perhaps every failure has its own causes but generally speaking, what are the symptoms of dysfunctional management, and how can you locate them for managing change effectively.


  • A Digital Fit IT: Shall you put your IT on a Diet?  We live in the era of information overload and “data obesity,” IT organizations at the center of such changes, also suffer from the redundant application maintenance and heavy legacy infrastructure, how to build a digital fit IT, shall you put your IT on a diet, and what's the single best method you've seen to reduce technology "bloat" in your company?


  •  How to Simplify a Complex Organization? How to manage business complexity becomes one of the top agendas for today’s corporate management, though complexity does not always mean the bad thing, design complexity or collaboration complexity are the key digital factors in business competency. Still, simplicity is the ultimate level of complexity, to make things simple, but not simpler.  But what are the challenges to simply a complex organization?

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