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If you – within the framework of your business
strategy – don't have a new way of looking at change, you will predictably
lose out on the benefits of open innovation, which in turn, means loss
of business growth.
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Established in 2002. 21st Century View
Limited is a training company specializing in innovation and change.
www.21stcenturyview.co.uk
In today's climate, is has become clear that a business cannot grow
through closed innovation, cost reduction and re-engineering alone;
to build for the future, we need open innovation, creativity and a willingness
to do things in a new way. The traditional approach to managing change
does not suit this new, innovative business climate and it is time for
a new way of handling innovation and change.
Our Change is for NOW™ management workshop's unique duel-model builds
on your managers' existing knowledge and skills, enhancing their ability
to take a creative, innovative approach to change and also to effectively
manage change that is reactive and adaptive to unplanned changes in
the business environment.
Deciding how to do things new or differently is one thing but managing
the resultant changes and transition periods without falling back on
out-dated process-driven and logistics approaches to change is a challenge.
Does you current approach to innovation and change suffer a high fail
rate? Do you spend a disproportionate amount of time fire-fighting and
problem solving? Rescheduling and micro-managing people who are reluctant
or just plain struggling to keep up with new ways of working? If so,
you are using the wrong approach.
Managers handling change today need advanced people-handling skills,
they need to be able to maintain momentum, generate enthusiasm and find
creative solutions. Valuable lessons learned during the implementation
of changes need to be fed back into the innovation model or they are
wasted. And this is exactly what our Change is for NOW™ management workshop
gives you.
Part of our unique, open innovation approach, is that the workshop is
run under licence and you own all the source material so you have total
control over how and when you run the workshops and who in your organization,
your customer base and supply chain you invite to attend. As part of
our partnering approach, we train people in your organization to run
the workshops and we don't even charge you for training them!
We have a totally new line of attack for you. When it comes to innovation
and change, we mean business. If you would like to know more, please
contact us for an informal talk about
your needs or to request a copy of our CD presentation.
Articles on change:
The Phantom of the Organization
"Whatever the public face of the organization, the reality within the
organization is always another story. No organization is perfect or
always runs smoothly and it never will - however successful the organization
might be. There is a phantom in every organization and if any change
is to take place in the organization the phantom has to be recognised,
understood and dealt with. The question being – how?"
Read the full article The Phantom of the Organization.
A White Paper on Change
"The majority of British managers interviewed appeared to be unskilled
and often poorly educated in handling change. They lacked know-how about
the psychological aspects of change but most could handle the logistics
of change well.
These managers are not untypical. This lack of understanding about meeting
the psychological needs of their employees, coupled with change only
being considered as a short-term tactic (used to solve the latest set
of problems and inefficiencies or as a means of effecting cost reductions),
often resulted in change initiatives failing to give the desired results.
There was a global agreement in the survey sample that change, generally
speaking, should be avoided and changes should only be made when the
need to change anything becomes unavoidable. Change in the private sector
was regarded as a good thing if it related to increasing hot profits,
generating more immediate sales and rapidly reducing costs; the focus
of change was mainly on rapidly reducing costs.
In the public sector the main interest in change was on increasing efficiency
but the timescale was less of an issue than in the private sector and
the public sector managers claimed to consult more with employees over
planned change. Even so, change implantations did not have a better
success rate in the public sector."
Read the full article The White Paper on Change.
Change is for NOW
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