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Topic : Leading Organizational Change
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ITTransformation_OrgnizationChangeManagement

Created by : Francisco Perez, Consulting Manager, Expertia  | 03 20 2009 21:00:54 +0000
Industry : Technology ConsultingFunctional Area : Change Management(People Management)
Keywords : paying special attention to the change management process regarding organizational behaviour... transforming a functional area of it in a corporate firm
Activity:  204 views;  last activity : 07 06 2010 20:18:09 +0000

What do you think are the main issues to be covered as checklist in a heavy-to-change IT organization once the vision has been established?. Consider that the force analysis is showing that there are more opposite foreces than pro's forces. However, the vision has to be executed and the organization changed. All comments and ideas are welcome!

 

regards

Francisco

  
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Follow an agile change programme driven by vision Vs Follow a thorough and depp programme driven democratically
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Quick actions, agile leadership and changes implemented even though there is no total agreement, results will show people benefits of the vision....
By Francisco Perez, Consulting Manager, Expertia  | 03 20 2009 21:00:54 +0000
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Hi Francisco,

You have raised an excellent issue. This problem is faced by many organizations.....

I believe change is a gradual process in any environment, if you force things it might backfire to a point of no return. As you are saying IT organization, it might work. Vision is some thing which requires collaborative approach for success & every stakeholder should be involved in it. You need to drive out fear of failure and and create productive partnerships in which everyone can offer their unique knowledge and talents.

When choosing between agile and deep program, a leader must pursue a balanced and pragmatic approach. Swinging too far to agile extremely may create "an organizational culture that is so impatient, and so focused on change, that it fails to give new initiatives and new personnel time to take root, stabilize, and grow. What's more, it creates a high-tension environment that intimidates rather than nurtures people, leaving them with little or no emotional investment in the company......

I specially feel it should follow a strong program rather than hurrying up the things.
By Sudeep Tarafdar, Senior Consultant, IBM  | 03 21 2009 08:35:28 +0000
Argue for "Follow an agile change programme driven by vision"
Argue for "Follow a thorough and depp programme driven democratically"
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