BA Management
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Seems to be some confusion as to the nature of the change management animal. The brief is, simply put, that the senior managers perform a strategic review and decided this, that or the other needs changing in order to get from where they are, to where they wish to be. In order to ensure all the t's are crossed and the i's are dotted, change management continually evaluates the process and make sure everything is aligned with the new direction.
So far, so good.
However, being an ambitious lot given ever wider merit, change management has a tendency to morph into an entity going around looking for things to change. It's not the really important bits, like which product to produced and how to get about transitioning the company - they spend most of their time messing around with present workflows, procedures and processes, usually with no other aim that cost cutting. And if they're not busy doing that, they try to invent a crystal ball telling which department(s) to go about changing next. This is where the deep resentment from the rank and files come from; they don't usually offer anything of value as far as the future of the company is concerned, rather they faff about changing existing procedures to match the clap trap they've been taught in business schools.
So far, so good.
However, being an ambitious lot given ever wider merit, change management has a tendency to morph into an entity going around looking for things to change. It's not the really important bits, like which product to produced and how to get about transitioning the company - they spend most of their time messing around with present workflows, procedures and processes, usually with no other aim that cost cutting. And if they're not busy doing that, they try to invent a crystal ball telling which department(s) to go about changing next. This is where the deep resentment from the rank and files come from; they don't usually offer anything of value as far as the future of the company is concerned, rather they faff about changing existing procedures to match the clap trap they've been taught in business schools.
happy clappy folk will have left on Friday lunchtime
One of the worst change management excesses is deciding to have new branding, and thus a new livery. In some extreme cases where the team itself has then got new leadership a further new livery is introduced even before the rollout of the previous version is completed.
To be fair, Change Management is the process of managing change, not of causing it.
It was the case when I worked in IT that things would work for months, and then when we changed something, failures would start to happen. Change Managment's job is to ensure that everything has been properly thought about in advance and that there are no surprises when changes are implemented.
It was the case when I worked in IT that things would work for months, and then when we changed something, failures would start to happen. Change Managment's job is to ensure that everything has been properly thought about in advance and that there are no surprises when changes are implemented.
"Enhancement" : A means of introducing bugs into a program that previously worked OK.
Quite relevant to this thread as the BA website is a classic example.
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IAG's letter of intent to take 200 Boeing 737 Max jets will help prevent it from becoming a captive customer of Airbus's when it comes to the short-haul fleet, in the view of chief executive Willie Walsh.
Flight article
C52:
BS! Change management types are always looking for new opportunities. Say, why hasn’t PPRUNE got a voice interface?
To be fair, Change Management is the process of managing change, not of causing it.
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There's a whole sub-division of uselessness in the corporate world called 'change management', living under the illusion that not constantly changing things around means not following with the times. As is always the case, such sub-divisions develop ambitions way beyond their initial brief, and starts attempting to see what the future will bring and act accordingly. It almost always goes wrong, but since 'change management' is seen is a vital component of running a major business, all of senior management is fully vested in the idea and the concepts they develop. Thus the usual recipe for yet another failed attempt at developing a crystal ball, is to promote the senior change manager and throw even more money at it.
In the mean time, those guys and girls actually running the show are left bewildered, confused, demoralised and in utter contempt of their management. As this seeps through to the bottom line, more money, time and resources are thrown at 'change management', in an attempt to break the cycle.
Yes, they are indeed that stupid. But my oh my, do they ever surround themselves with an avalanche of fancy words, visions and missions.
In the mean time, those guys and girls actually running the show are left bewildered, confused, demoralised and in utter contempt of their management. As this seeps through to the bottom line, more money, time and resources are thrown at 'change management', in an attempt to break the cycle.
Yes, they are indeed that stupid. But my oh my, do they ever surround themselves with an avalanche of fancy words, visions and missions.
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poster was correct.
