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Monday, 22 December Moving to Cloud? Change to never stop changing… Our understanding of change management is rooted in theory almost seventy years old.
Is it time for a fresh look at things?
Most of these services are delivered through the Cloud on your device of choice, and this is the model that successful forward-thinking businesses are adopting today.
Office is increasingly becoming a means to transform businesses into a model that is in tune with the way users prefer to consume services, based around collaboration and communication.
So is our traditional view of change management still appropriate, given the way things are evolving around us? One of the concerns I have come across when talking to change managers or IT teams in organizations who are thinking of moving to Office is how to manage the changes implemented by Microsoft in Officesince they come in faster than they can handle them using traditional methods.
The concern is that this rapid rate of change will negatively impact the business and its end users, and if not managed and controlled, it may cause disruption.
The truth is that end users are used to fast-changing environments, and the increasing pace of change in the consumer market has established a user habit that is tolerant and appreciative of change. Indeed, this may be the main reason you should move to Office As with every journey, you should ask yourself — before you begin — whether you have made the right decision, whether you are ready to deal with surprises, whether you have your seatbelt on and are ready for what may be a bumpy ride.
Communication strategy and planning, training, asking champions to create excitement and lead user engagement, providing support and assistance when needed, and senior management engagement are some of the areas typically used to smoothen the journey and ensure minimal negative impact.
The changed environment and perhaps end-user working habits will become the new norm, and will stay frozen till the next change. Before I return to the unfreezing stage and put it into context, I want to tell you about John Smith, who might be working for your organisation today.
John is just finishing work — he closes his Outlook and shuts down his desktop, the Windows XP logo being the last thing he sees before calling it a day. He puts his work BlackBerry aside and grabs his personal iPhone, which he queued up for over the weekend to make sure he got his hands on it before anyone else.
Just before going to bed that night, he remembers that he had copied a document from his work PC to a flash drive so he could work on it at home — his desktop was running slow, and anyway, he much prefers his home laptop loaded with Windows 8 and Office Now he gets creative! Now to the unfreezing stage, where we evaluate the pros and cons and make a case for change.
Over the past few years I have assisted many organisations with various projects, and have encountered different views on whether a certain change will be of value to the organisation, or when a need for change is felt by the client but they are not sure how to approach it. I have also observed organisations making decisions while factoring in completely different forces as compared to some other clients.
The reason for this is that the drive for change usually comes from two groups of people within an organisation; IT teams and business decision makers, who sometimes hold completely different views.
When changes are initiated by different IT teams and all the changes are tactical, with no regard for other projects initiated by other teams, it may take an outside observer to realise the inefficiencies that have built up as a result.Interview questions and answers for fresher and experienced, Java interview questions, Latest interview questions.
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