Change is good: managing Change Saturation

Slalom Consulting Roger Kastner

Roger Kastner

It’s probably an all-too familiar scenario at your organization: multiple internal initiatives happening at once, and often competing with each other, falling on the shoulders of stressed-out employees. As new initiatives get added to the heap, productivity—not to mention morale—suffers. Read more of this post

Change is good: tell us how change saturation affects your organization

Slalom Consulting Roger Kastner

Roger Kastner

Are employees in your organization being impacted from too much change?

Through our many discussions with clients, we hear employees talk about the overwhelming amount of changes being rolled out at their organizations, and their genuine concern about “keeping up.” We also hear from many organizational leaders who are struggling to balance the demand for faster results and improved performance with their ability to lead their people through the seemingly endless cycle of change. Now we’d like to hear from you about your experience with change saturation. Read more of this post

Change is good: L is for leadership courage

Slalom Consulting Roger Kastner

Roger Kastner

Successful change occurs when sponsors are actively engaged and committed to the change.

I recently conducted a Change Success Factor survey where 71% of the respondents said that active and engaged sponsorship is the #1 success factor for change projects. Interestingly, the next highest identified factor, change leadership, weighed in at 47% of the vote. Clearly, active and engaged sponsorship is the unanimous, crowd-favorite success factor. Read more of this post

The art of project management: transformation management

The topic of this post was sourced by Dr. Harold Kerzner, Senior Executive Director for Project Management at the International Institute for Learning and Emeritus Professor of Systems Management at Baldwin Wallace University, where he specializes in the field of project management.

There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to institute a new order of things. Niccolo Machiavelli, Italian political theorist (1469-1527)

Slalom Consultant Carl Manello

Carl Manello

In this installment of the Art of Project Management, I depart from the military strategic insights of Sun Tzu circa 1000 B.C. and advance the time machine to the political strategy of the Italian Renaissance. I’ve cited Niccolo Machiavelli in earlier blog posts (Machiavelli on Agile, for example), and find his musings right on target. Project managers have much to learn from Machiavelli’s observations. Just as Sun Tzu breaks down combat and strategy into multiple rules of war, so, too, does Machiavelli break down the rules of a leader in a “state” (here, I use state to address all forms of an organization). As leaders of projects, PMs will do well to work within their state to take on additional accountability for delivery. That accountability is seated in ensuring that projects realize their goals once implemented.

Read more of this post

Change is Good: Change Factor Survey results

Roger Kastner

Roger Kastner

On October 24, I had the privilege of speaking at the ACMP Pacific Northwest Regional Network’s Change Connect 2013 Symposium. My presentation highlighted the value of identifying the factors that increase the likelihood of successful outcomes and how to turn those factors into a Change Success Checklist. Read more of this post

Why Projects Succeed: Checklist for Change

Slalom Consulting Roger Kastner

Roger Kastner

This October, I will be presenting “Why Change Management Projects Succeed” at the ACMP Pacific Northwest Regional Network’s Change Symposium. My presentation highlights the value of identifying the factors that increase the likelihood of project success, and then I’ll share how to turn those factors into a Project Success Checklist and embed them into your project plans. Read more of this post

Quashing accidental organization design in technology projects


Isla Bragg

Investing in a major software implementation carries the promise of reduced costs and greater agility, but if it doesn’t fit within the organization, those benefits are quickly undermined. I believe that ERP and other major software implementations should always be approached with proactive consideration of how the organization design might need to adapt to best achieve the intended business outcomes.

In the last several years, much emphasis has been placed on maturing technology implementation methodology to concurrently address broader business processes and articulate outcomes in terms of business events rather than technical inputs and outputs. On this front, consultants and their clients are making strides. Yet, in my experience, organization design changes on many initiatives remain passive rather than proactive, often discussed only in a granular and disaggregated fashion during workflow design, security profile allocations, or training development. When the reality of determining who should be doing the newly designed work with the newly designed tool suddenly rears its head, organizations are often unprepared. Read more of this post

Make Your Strategy Map a Top Performer

Joseph Logan

If you’re running a successful business, there’s a good chance you use a strategy map. There’s an even better chance that your strategy map is under-performing.

Strategy maps represent business logic. The concept of using a map to represent strategy comes from the Balanced Scorecard (a commonly misused tool itself), and its purpose is to distill the complexity of the value chain. When the strategy map is well designed, people are able to easily understand and communicate about strategy. Read more of this post

Change Is Good: K Is for Keep It Super Simple

Slalom Consultant Roger Kastner

Roger Kastner

In a famous episode of the sitcom series Seinfield, the father of one of the main characters, Frank Costanza, received the therapeutic advice to say “serenity, now” whenever a situation caused his blood pressure to suddenly rise. However, instead of using a calming voice to repeat the mantra, the joke was that he screamed the mantra, obliterating any possible soothing benefit.

For many change leaders as well as recipients of change, the urge to scream “Serenity, now!” might be commonplace. And just like Mr. Constanza creating and escalating his own maddening situations, many change leaders do the same thing by attempting to drive too much change, too fast, and with not enough support to make it successful.

Serenity now, indeed. Read more of this post

Implementing a Balanced Scorecard Is a Political Act

Joseph Logan

Joseph Logan

You know you need a scorecard. You know that what gets measured gets managed. You have a bunch of things you would like to keep a closer pulse on.

So why is it like pulling teeth to get your people to commit to a simple set of metrics?

One fundamental aspect most executives overlook when embarking on a scorecarding process is the politics of being so specific about strategy and results. It can seem like a fairly straightforward matter to measure sales, customer satisfaction, EBITDA, process performance, recruiting and retention, and other key metrics, but choosing the right metrics is harder than it seems. The reasons for this are simple yet core commitments to the business. Read more of this post

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