- This topic has 9 replies, 10 voices, and was last updated 3 months, 3 weeks ago by
.
-
Posts
-
From what I see, the change management failure are mostly due to lack of executive support and inconsistent communication as well as change-resistant culture and attitude.
> Lack of executive support and active sponsorship
> Lack of effective communication led to misalignment
> Lack of change buy-in and solution support created resistance
> Limited knowledge and resources for change management
> Change-resistant culture and attitudecompletely agree with the lack of effective communication being a major obstacle. Specifically, the assumption that communication from the top will trickle down has been, in my experience, unreliable.
I believe change management starts with buy-in from the top. If this is not done correctly, coupled with the appropriate incentives, the desired change will not be realised.
Lack of comprehend the new process by employees. In this situation, I would recommend to conduct forums.
Failure to involve employees in the change process. poor or inefficient communication. inadequate resources or budget – see cost of change management. resistance to organisational culture shift.
Involving employees in the change management process is critical to success. Communication should be transparent, at the right level for the targeted audience, and consistent in both frequency and messaging.
I like what was said in the videos that:
– this needs to be top management’s goal, and they must be seen as wholly onboard with the acquisition
– it is a project, and must be managed.
– push decisions down as far as possible so its the operations people who are being forced to think about how the integration will happen.Communication is key when working with cross-functional teams. The process will be entirely disjointed unless you have setup specific communication touch points and set out clear expectations for everyone to be aligned.
- You must be logged in to reply to this topic.
