Change is something companies must do if they are to survive and compete in today’s business world. The successful management of change using a project-based intervention is crucial for any organization to succeed in the highly competitive and evolving global business environment.
For many, expensive flaws persist in their approach to change. This presentation examines effective models of change along with key operating assumptions worth understanding. Organizational readiness for change varies as a function of how much members of an organization value the change, and how favorably they appraise three key determinants of implementation capability: task demands, resource availability, and situational factors.
This presentation will describe both successful and unsuccessful efforts to bring about large-scale change and will provide a cogent illustration of the various interventions that lead to success.
Scott Stribrny is a Senior advisor to Fortune 500 CXOs, and program and project managers worldwide on the effectiveness, rewards, and risks of their high-tech programs and policies. Currently advising on agile organizations, high-performance teams, techniques for effective product requirement definition and risk management, as well as adapting modern software development techniques to fit specific business needs. Management interests include change management, new paradigms for organizational design, and technology-based competitive strategy.
Mr. Stribrny is a co-founder and former leader of the Chicago Software Process Improvement Network, and was an organizer of the 1998 Software Engineering Process Group conference. He can be reached at Scott.Stribrny@GroupAtlantic.com.
