Aligning Your Efforts
Step back for a minute and think about change programs. The objectives are typically clear. There’s usually a people element and a process element to a project. But the typical project starts as work in only one of those areas. I often hear things like, “We have a new area of focus,” “We need to reengineer our processes,” or “We need to reorganize our business.”
I’d assert that a change program won’t be successful unless there is alignment among objectives, processes, and people.
Change initiatives regularly fail because there is not enough alignment among the project’s objectives, processes, and people. Smart managers know that the more tightly they can integrate those pieces, the easier the transition from old to new will be. Here’s how they do it.
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