Someone – quite often the CEO herself – has to track and monitor the progress of all the key players, so assuring a system is in place to facilitate that role will be invaluable.
Orlando, Florida (PRWEB) March 25, 2013
Change is inevitable, and it’s accelerating, so business leaders have to implement changes within their organizations in order to remain competitive and relevant. But according to Change Management Expert Marianne Carlson, significant change initiatives are rarely successful without adequate and appropriate systems to track, monitor and report on project progress. Carlson's latest book, Winning the Future, is scheduled for release in June. In it, she explains that the time frame for implementing organizational change has been significantly cut in recent years, and that trend will continue into the foreseeable future. So assuring that change initiatives are implemented effectively and efficiently – and in accordance with the prescribed timeline – is more important than ever. “Leaders can no longer afford to let timelines slip,” says Carlson, “because the next change initiative is just around the corner. Delays in implementation can slide a business into the black hole of irrelevance.”
Carlson, whose book, “Winning the Future” will be released this summer, believes that sticking to a timeline is critical, and can only be assured by the use of specific change management systems. If the change initiative is essentially an IT change, there may well be systems available from the IT solutions provider. Leaders should ask about change management software that might be available from the service or solution providers. Carlson explains, “Those companies have often developed systems to help their customers manage the switch from existing IT systems to the new ones. They were designed to ease the process and increase the likelihood of success. If they have them, use them.”
Companies like Cisco and IBM, for example, provide a great deal of guidance to enterprise customers during new system implementations. Change Management is a significant part of their business, so these companies have developed systems to help their clients track the change project, monitor its progress, identify roadblocks and interruptions, and keep the project on time and on target.
If the change initiative isn’t strictly related to IT, leaders may need to create their own systems for tracking and monitoring their progress. In this situation, leaders should identify critical roles and responsibilities, timelines, outcomes and measurements, and communicate these fully to the responsible personnel. Someone – quite often the CEO herself – has to track and monitor the progress of all the key players, so assuring a system is in place to facilitate that role will be invaluable.
About Marianna Carlson:
Marianne is a leader in helping businesses and professionals strategically plan and implement change and transcend difficult corporate transitions. She the author of “Winning the Future: Successful Leadership in the Era of Change”, and is also an accomplished speaker and corporate trainer. When change presents problems, Marianne presents solutions. Find out more at http://emcie.com/mariannecarlson/.