Getting new technology up and running is critical, but it’s not enough to ensure system optimization and value realization. Most technology implementation failures are caused by insufficient mitigation of human-side risks, not because of technological integrity.
Here’s how to prevent stalled or failed technology projects.
The potential ROI for Lean/Six Sigma and quality efforts is staggering. The logic and rationale are self-evident. Yet the deployment challenge is difficult and complex. The challenge is to build a culture that truly transforms the organizational mindset.
Here’s how to achieve the desired results.
“Same bed, different dreams.” Creeping changes, uncertainty, and on-going resistance are debilitating and immediately drain short and long-term value from an acquisition. Getting the deal right is only the beginning; integration goes far beyond systems and policies.
Here’s what it takes to get the people-side of M&A right.
Innovation, collaboration and other similar strategic imperatives often require a change in culture. By their very nature, cultural changes bring their own implementation complexity. How do you overcome a risk-averse culture, or a silo mentality that no longer fits?
Here’s how to practically implement cultural changes.
Healthcare is a whirlwind of clinical and operational change where old patient care models must be cast aside. In this complex environment where resource constraints are ever-present, plans must include rigor, discipline, and structure for the human-side of projects.
Here’s how to build your change capacity.
Enterprise-wide changes require radical change to technology, business processes, and people. The paradox: you will get the most resistance from your own mid to upper-level leaders—the very people you need to actively lead the change!
Here’s what you need to do to achieve optimized results.
AIM is a practical, high-impact change management framework that ensures business-critical projects are implemented to achieve maximum benefit in the shortest amount of time.
It's a system, with operationalized principles, tactics, strategies, measurement tools, and learning programs, all based on over 30 years of field research on best implementation practices.
Who Uses AIM?
President, Founder and Developer of the AIM Methodology
Whether you call it a perspective, a paradigm, or just “the way I see it”, Frames of Reference (FOR) are not optional. Everyone has a Frame of...
Recognize this: if you are implementing an ERP, Lean/Six Sigma, Shared Services, a new Patient Care Model—you are under-taking transformational...
Communication strategies for transformational change are different depending on where you are in the project lifecycle. In other words, if you are...