managed change

Giving leaders the keys to drive change

Give these change leaders an opportunity to help other leaders new to the process; they may lend added credibility and trust to what you are trying to do

Creating to a culture that enables active risk management

Before any organization can begin to actively manage risk, it must first change its culture to one that openly and freely discusses risk at all levels. This is not easy. It requires commitments from management and staff at all levels. However, it will pay off in many ways: higher trust, increased respect and better results…

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Developing a social media policy for your enterprise? Use bottom-up design principles

In response to the explosion of use of social media over the past 12 months, many leaders are developing formal Social Media Polices to guide their staff in approved use of these tools inside the enterprise. By using bottom-up design principles, leaders can create Social Media Policies that productively encourage creativity—without risking their enterprise’s mission and reputation.

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Agile management of large, complex programs using decision-based governance

Based on best practices from RAND and proven with first-hand experience on over $500 million of public and private sector programs, the decision-based government model is an efficient way to implement large, complicated “high change” programs in manner that ensures accountability to all critical stakeholders and creates a culture of ownership and adoption…

Web 2.0 business service for ERP program implementation

I have seen a lot of activity on Twitter discussing the potential of using social networking to help ERP implementations. Based on personal experience, recent discussions with ERP Program Managers and Work Stream Leads and interviews of those who “lived through” ERP programs I have put together a concept for an Enterprise 2.0 Business Service to aid in ERP program implementation.