Critical to the long-term success of a change.
The global pandemic gave us few choices in the nearly instantaneous move to remote work. But as organizations plan for an eventual return to the workplace, leaders will need to begin asking key questions. The most important decision leaders face is …
Every change requires a shift in mindset. People don’t change their behaviors without changing their beliefs and their willingness to engage in the change.
Project teams today increasingly recognize the need to manage the people side of change on individual projects, but that isn’t enough for some organizations. The growing amount and complexity of change their organizations face is a challenge, yet they see an opportunity. These organizations are deploying enterprise change management and realizing next-level benefits that yield competitive advantages. What do they know that others may not?
How change professionals are using it in new and unique ways.
Change practitioners are a diverse group. Some focus their change management skills on important projects to improve project outcomes. Others lead teams through the changes happening at their organizations. While still others facilitate Prosci change management programs within their organizations. …
This edition presents emerging trends in change management, changes that have occurred, and the future direction of the discipline.
For many organizations, the human resources (HR) function is shifting from being a tactical function to a strategic partnership—with HR professionals having a seat at the table and helping the organization make decisions about products, functions, roles and other critical …
Success stories offer tremendous opportunities to learn from other change leaders.
The objective of the plans is to support impacted individuals and groups to move through their ADKAR journeys effectively and enable them to adopt and use a change. Practitioners develop change management plans during Phase 2 of the Prosci 3-Phase Process.
