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Dutch Holland - ArticlesThe Devil Is In The Details...Of ChangeWe have all heard about the importance of getting all the details taken care of and getting them handled right. That's true for wills, contracts, recipes, blueprints and lots of other things. One subject, however, really needs to have attention to detail but it rarely happens. Moving an organization from "doing things one way to doing things another" is a "details job." Delegate, Delegate, Delegate ... Not in My Big ChangeBelieve it or not, delegation consistently turns up on the list of failure factors for the big change maneuvers that we call Red Zones, from reengineering to big system implementations, from mergers to culture changes. (Red Zone is our term for a big change ... a "make it big or break it bad" change) Overcome Inertia in Implementing ChangeThe 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. Managing Technology Risks...Using Industrial-Strength Change ManagementOften, 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!). Program and Project Management: Two Critical Tools For Effective Organizational ChangeChanging 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. Program Management... For A ChangeYou may not be alone in feeling like change projects are not producing real results for your business. Some companies are great at starting projects and putting teams together but just don't have the skills, the discipline or the strategy in place to see any real results from change efforts. Lean Change: Applying Process Improvement to Change ManagementFor 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 Run the Business / Change the Business - Dual Perspective Proves Key to SuccessChange 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 A Heart-to-Heart Talk about Process and Change ManagementBoth process management and change management are hot topics today, but there seems to be a good deal of confusion about their definitions and relationship. This article uses an analogy of heart surgery to explain how they need to be used together in orde
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