Dutch Holland

The best laid plans of mice and men never seem to get implemented. A vexing question for anyone planning a change is, Will all this planning really make a difference?" Many quality or strategic planning teams find themselves hampered by the suspicion that it's all really an exercise in futility and nothing will ever change.

Often, an IT group will be chastised because a new technology inserted into the company did not provide the business benefits that were promised. When this happens, the IT group is confused because the technology technically works just as advertised. However, upon further examination, we often discover that the user groups are not using the technology correctly (and sometimes not at all!).

Changing the way an organization works requires intense management. That needed management can be provided by two mature management disciplines that are not often used in a normal, run-the-business environment: Program and Project Management.

For companies to thrive in today's world of continuous change they must be continuously changing. If so, then change becomes a process constantly at work - just like any other business process they practice. And process improvement techniques - like Lea

Change Management is a lot like heart surgery - the surgeon must keep the patient alive while the surgery is under way. Likewise, change managers must maintain the business at the very time they are engaged in changing that business. Many initiatives fa