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Failure to successfully execute often comes from seeing the change as solely structural - so once the new system is implemented, the new organization chart drawn, the papers are signed to legalize the "Deal," everyone, including the CEO, walks away from what is considered (prematurely) a "Done deal." Even when change agents are designated, the process rarely looks at the transition as the major element of successful change. Knowing exactly what and, most importantly, who in your organization has to change, when and how they have to change, and how to make it happen is the crucial success factor of the transition.
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