Change Consultant Tips from a 40 Year Veteran

by Paula Alsher on Thu, May 26, 2016 @ 03:00 PM

40 years.  That’s how long Don Harrison, President and founder of IMA has been working in the Change Management industry.  While some may joke he started when he was 5, Don has dedicated his entire career to implementing complex changes in organizations.  His frequent application of this expertise to technology implementations, cultural changes, mergers and acquisitions, and business process initiatives has led to his popularity as a consultant and keynote speaker for national and international conferences.  Plus he is really funny, and that helps! 

Gain Full Benefit Realization from Your Transformational Change Program:  4 Basic Actions to Take

by Paula Alsher on Thu, May 05, 2016 @ 10:50 AM

Consider for a moment the phases of transformational change projects. Transformation typically begins with a core team that develops a vision of the future state. Over time, the team may engage others as it moves through the design/development/testing phases—all leading to the “go-live” or “cut-over” date.  These steps represent the installation phase of your program. 

Change Agents:  Don’t Make These Common Mistakes

by Paula Alsher on Thu, Mar 10, 2016 @ 11:51 AM

As change management and project implementation consultants, we’ve seen our share of unsuccessful attempts at change.  These failed implementations happen for a multitude of reasons.  Most commonly, organizations just don’t apply the same business-discipline and rigor for managing the human elements of their change as they do the timeline, the budget, and the technical objectives for the project.

How do You Define Project Success? A Guide to Installation vs. Implementation

by Paula Alsher on Thu, Aug 27, 2015 @ 10:27 AM

In our recent blog article, Why Do Change Projects Fail? How Can You Prevent Your Project from Becoming a Statistic?” we quoted a relatively well-repeated figure that up to 70% of all major change initiatives fail. We seem to have hit a nerve within the Change Management industry. A debate was started about the definition of failure and why, if this fact was true 20 years ago, is it still applicable today? 

Managing Change in the Workplace: 5 Essential Questions to Ask

by Paula Alsher on Fri, May 08, 2015 @ 09:06 AM

Most organizational change fails to deliver the intended value realization. Don’t believe us? Just take a look at a few of these statistics: 

 

Change Management Methodology: The Key to Software/Technology Value

by Paula Alsher on Fri, Jan 30, 2015 @ 11:40 AM

How does a change management methodology help ensure value realization for technology regarding a software/technology upgrades?  On a recent call with a prospective client, we heard an all too familiar scenario.  Here’s how the conversation went: 

Overlook the "Human Factor" During Transformational Change at Your Own Peril

by Paula Alsher on Mon, Nov 24, 2014 @ 11:25 AM

What happens when change overload confronts transformational change?  Too much going on, with resources diffused across too many projects-- if this sounds like your organization, you are not alone! The result is that in the rush to "get it done," the project team becomes focused primarily on meeting milestones and technical objectives, with pressure to not add resources that could affect given budget constraints.  

The Business Case for a Change Management Methodology

by Paula Alsher on Tue, Sep 09, 2014 @ 10:20 AM

Just this week, two clients have shared a common and very challenging change management situation. They are about to re-launch ERP systems even though they have attempted to implement the system multiple times in the past without success. These organizations are beginning to see that there is a need for doing something different, although they may not be totally sure what that really means! When implementations fail, there are long-term and short-term costs, and direct and in-direct implications.  All of this points to a business case for a change management methodology that will reduce risk. 

Change Management Methodology: Behavioral Objectives are Key

by Paula Alsher on Wed, Feb 26, 2014 @ 10:37 AM

One of the most common questions we get from clients around Defining the Change in the AIM methodology is to explain what we mean by "human objectives."  Let's try and take the mystery out of human objectives once and for all! 

Enterprise-wide Change: Are You Installing or Implementing?

by Paula Alsher on Fri, Aug 17, 2012 @ 08:53 AM

What's the end-goal for your enterprise-wide change? That may seem like an obvious question, but it's really not!  In our thirty-plus years of change management consulting we've observed a common pattern of "premature project completion"  across all types of organizational changes, including enterprise-wide change.