Change management best practice teaches us that lack of awareness is the primary source of resistance to organizational change. It seems like architects working on EDRMS or GCDOCS have to face this problem redoubled: first, they have to make their stakeholders aware of what they are attempting to design. But at a more fundamental level, they also need to confront the fact that information management itself is very often unaware of the scope of what it is asking of the organization. And it’s a big ask.
Category: Change Management
In my previous blog, we discussed the Lean approach to eliminating waste in work processes. This conversation is extremely relevant and timely given the Government of Canada’s endorsement of Lean as the methodology of choice for streamlining work processes. In fact many functional teams across Ottawa are already embarking on lean initiatives as part of their business improvement efforts, and/or in relation to Destination 2020 action plans. Now it’s time to discuss the Lean Six Sigma approach. read more
Leaning processes are all about eliminating waste, and waste exists within all processes. We all experience rework and lost time in our daily work, and there is a financial cost ($) and human cost (employee morale) associated with it. This is common knowledge.
What may not be as common is how to apply lean to your specific process. Two questions immediately come to mind for me: What are the main steps to take? And what are the key requirements for success? I think that these questions are a good way to get the conversation started. read more
To lead organizations through constant change, the senior management team of 2015 must define the future and sponsor the transition. In other words, they must connect ‘hard’ business strategy with ‘soft’ factors like employee engagement and culture. I’ve seen many management teams struggle to achieve the right balance. With this in mind, I am offering five steps for consideration. read more
Wearing a “business analyst” hat, many of us often find ourselves on projects tasked with defining a set of requirements to address a given need.
I like to go into these engagements looking forward to the great adventure that will surely unfold. There is usually an interesting cast of characters who bring valuable insight and perspective from various angles, boots-on-the-ground knowledge, experience and history, and often a passion for the topic at hand. Getting the chance to sit down with stakeholders as we embark on our adventure is truly a privilege.
But it’s seldom without challenges. read more
Common definitions for Collaboration are: To work with others to complete a task and to achieve shared goals; to cooperate with others with which one is not immediately connected (taken from Wikipedia).
These definitions are pretty basic. Experience, however, has taught me that collaboration is a complex concept within most organizations. read more
It’s nothing new or particularly innovative, but for some reason I keep seeing people stray from engaging in or seeking out team work. What I mean by team work in the context of my work – change management – is being proactive in working closely with those that directly influence the outcome of a project (transformation or change)… and its success.
Recently, my colleague Sarah and I attended the Nielsen Norman Group (NN/g) Chicago Usability Week. With what seemed like semester-long courses packed into a couple of days, Sarah and I left Chicago not only feeling impressed by the architecture but also by the wealth of knowledge we managed to cram into our brains in just one week.
So, what did we learn? Here are five takeaways that just start to bring the tip of the usability week iceberg into focus: