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Leading and managing change There is a new complexity in achieving business goals. We all accept an increasing rate of change in our business as a basic fact. The received wisdom is that we have to create, and communicate, the vision for the company, motivate and engage our people and manage the organisation through the change while keeping the business running at full speed. Theory says you keep aligning the change actions, which are short term to the vision, which is essentially long term. And everything you do in the short term helps to get to the longer-term vision based achievements. What actually happens, in practice, is that the sheer pressure of the day to day makes you keep looking short-term and until you eventually lose sight of the ultimate destination. In the immortal words of the poster: "When you are up to your backside in alligators, it is difficult to remember that the original idea was to drain the swamp." How can you stop this happening? Rapid change is good at creating chaos in the organisation unless there is a constant easy reference mechanism to the vision and the long-term target. The devil is not in the detail - the devil is in being able to move from the vision to the detailed management of the transition and back again while keeping both the vision and the detail clear and in focus. This is the basis of CHI Strategy's change navigation process that links the critical vision and targeting to the day-to-day change action plans. CHI Strategy has been created to support UK and European companies to manage the delivery of effective change. CHI Strategy does this by working with you and for you to:
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introduction | objectives | process | testimonials | news & views | principals | links | contact details | email us now | home Last updated: 28/11/02
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