Best Practices for Building Steering Committees and Project Teams

by Paula Alsher on Thu, Nov 16, 2017 @ 12:38 PM

We’ve all seen them. Projects that are being governed by a Steering Committee that is nowhere near as effective as it could be. Or Project Teams that aren’t made up of the right kind of resources causing a project to slow down to a crawl or even stall out completely. As experts in Change Management, we know Steering Committees and Project Teams who don’t work well together can be a fatal flaw in any change initiative. 

Transformational Change:  Don Harrison Answers Your 5 Most Frequently Asked Questions

by Paula Alsher on Thu, Aug 10, 2017 @ 11:08 AM

Transformational change is excruciatingly complex. These big changes can’t be done incrementally, and can’t be made totally safe. Once you make the leap, you can’t change your mind and go back to the old ways of doing things if it’s not going well!  People, processes and technology will all be impacted.  Simply put, your organization will be doing different things in completely different ways. 

The Most Important Change Agent Skill?  Contracting with Sponsors for What You Need!

by Paula Alsher on Thu, Jun 15, 2017 @ 12:55 PM

Have you ever walked away from a discussion with a Sponsor feeling like you didn’t get exactly what you had hoped for?  Have you had a Sponsor gladly offer “support” but then that very same Sponsor is unwilling to commit personal time for the project when it’s really needed? It’s a common Change Agent challenge! 

Change Agents:  5 Actions to Use When Dealing with Weak Sponsorship

by Paula Alsher on Thu, May 11, 2017 @ 09:20 AM

One of the greatest challenges of implementing large-scale, complex change is that very often you will be confronted with multiple Sponsors. They all bring their own visions, political agendas, and "Frames of Reference" to the change.  Some are stronger than others.  How many of these scenarios sound familiar? 

Resistance to Change:  10 Reminders for Every Manager

by Paula Alsher on Thu, Mar 09, 2017 @ 11:46 AM

If your managers think they know everything about resistance to change… they might well need to think again.  In our 30+ years of Change Management Project Work, we’ve seen many implementation projects where leaders say they understand resistance is a natural part of the change process, but are still taken by surprise when they actually start to experience it.  Especially if the leaders view the change as an upgrade or improvement! 

Change Leadership:  The Three Actions Needed by Every Sponsor

by Paula Alsher on Thu, Mar 02, 2017 @ 10:40 AM

In the Accelerating Implementation Methodology (AIM) change management methodology, developer Don Harrison defines 4 crucial implementation roles as a CAST of Characters.  Sponsors are defined as those who authorizelegitimize and/or demonstrate ownership for the change (Authorizing Sponsors) or reinforce the change at the local level (Reinforcing Sponsors).

Lessons Learned During Transformational Change: Look to Your Past to Inform Your Present

by Paula Alsher on Thu, Dec 01, 2016 @ 10:12 AM

One of the critical elements for achieving implementation success on a transformational change is knowing what the climate is like for the change you are trying to introduce. Your project isn't being introduced into a hermetically-sealed environment.  Instead, you are implementing your change into an environment that is being significantly shaped by perceptions of past experiences, and what is going on in the present.  That’s an important AIM change management methodology principle: No change occurs in isolation. It occurs in the context of all those priorities competing for resources (stress) and all the lessons previously learned about implementation (history). 

Change Management for Project Teams Starts from the Inside

by Paula Alsher & Amy Madson on Thu, Sep 29, 2016 @ 10:51 AM

Here’s the reality: Many project teams are focused solely on time and budget and the technical project milestones. All good, but that just will get the team to “installation!” The team is off and running, but if the end-goal is, as it should be, business realization (also known as value realization, ROI, or benefit realization) the project is sure to fall short in the end in achieving sustained change and long-term business results.

4 Real Life Sponsor Issues and How to Handle Them

by Paula Alsher on Thu, Jul 07, 2016 @ 12:04 PM

Sponsorship is the most critical success factor in ensuring a fast and successful implementation of any type of business change {Tweet This}.  But once you’ve identified all your Sponsors through the process of Key Role Mapping, how do you go about managing them? One of the greatest challenges of implementing large-scale, complex change is that very often you will be confronted with multiple Sponsors who each bring their own visions, political agendas, and "Frames of Reference," to the change. 

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!