LeadershipPosted by AJ van de Kam Sun, January 04, 2015 16:18:51
Change, You Owe It To The Shareholders, Customers and Clients!
Change, You Owe It To The Shareholders, Customers and Clients!People don't want CHANGE!
In order to get change, you need senior management to push it and they only want their stock options to become worth something.
Besides, for most of them, it's the next guys problem.
People also do not want responsibility and accountability for their data. They have no clue about how to properly manage and protect data nor do they care.
But ask them about IT and they are now all experts because they have PC/MAC’s, Smart Mobile Phones and Tablets and can barely use Excel!
It is your Corporate Governance and Duty of Care to the Shareholders, Board of Directors, Clients and Customers to Make Change!
Success and Failure Is In Your Hands and Personal Thoughts Go By The Wayside.
LeadershipPosted by AJ van de Kam Tue, December 30, 2014 09:58:02
One of the most baffling and recalcitrant of the problems which business
executives face is employee resistance to change. Such resistance may take a
number of forms—persistent reduction in output, increase in the number of
“quits” and requests for transfer, chronic quarrels, sullen hostility, wildcat
or slowdown strikes, and, of course, the expression of a lot of pseudo logical
reasons why the change will not work. Even the more petty forms of this
resistance can be troublesome.
All too often when executives encounter resistance to change, they
“explain” it by quoting the cliché that “people resist change” and never look
further. Yet changes must continually occur in industry. This applies with
particular force to the all-important “little” changes that constantly take
place—changes in work methods, in routine office procedures, in the location of
a machine or a desk, in personnel assignments and job titles.
No one of these changes makes the headlines, but in total they account
for much of our increase in productivity. They are not the spectacular
once-in-a-lifetime technological revolutions that involve mass layoffs or the
obsolescence of traditional skills, but they are vital to business progress.
Does it follow, therefore, that business management is forever saddled
with the onerous job of “forcing” change down the throats of resistant people?
My answer is no. It is the thesis of this article that people do not resist
technical change as such and that most of the resistance which does occur is