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How do you know when a change is progressing well? Which tools do you use to diagnose problems and identify critical risks? Evaluating project health based on gut feelings, subjective opinion, or even feedback from organizational leaders can lead you down the wrong path without knowing it.The Prosci Change Triangle (PCT) Model is a simple yet powerful framework that shows...
The need for greater recognition of change management and its value often tops the list of trends in our benchmarking research. Although requests for change management have increased in some cases, many practitioners still work diligently to make a compelling case for its need. Learn how to effectively "sell" change management to project leaders and executives in your organization by...
Change occurs as a process, not as an event. Organizational change does not happen instantaneously because there was an announcement, a kickoff meeting, or even a go-live date. Individuals do not change simply because they received an email or attended a training program. When we experience change, we move from what we had known and done, through a period of...
Change practitioners often struggle to measure the contribution of change management to the success of a change in a tangible way. The factors contributing to the struggle include lack of alignment on the definition of success, not establishing specific success metrics, and failing to collect the necessary data. These struggles contribute to the misconception that the value of change management can’t...
Naturally, organizations want to achieve strong outcomes and benefits from change. When we engage with clients, we set that goal by defining project success at the outset of the initiative. But when we look at sustaining organizational change for the long term, there's a second and possibly more important goal to keep in mind: the goal to achieve sustainable performance....
