Plan ahead for levels of growth by structuring your organization with a change component.
Each layer of growth in a firm typically adds a layer of titles; each new title has the potential to create a new silo. Eventually it becomes difficult to move the organization fast enough to grow again.
If from the first stage of growth someone is responsible for horizontal connections (collaboration, communication, training across functions, diagonal mentoring etc) your culture will build around working together on the companies business objectives.
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Planning for Change from the Beginning- Change Management for fast growth companies
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Change Management big, broad and transformational requires every helpful resource possible, but not all resources. It requires leadership but not too much control. It requires energy and motivation, but with the right skill set and competencies at the right time ("championing" has gotten old and tired for stakeholders and those marked to be the cheerleaders) and it necessitates a balance of internal and external.
High level change consultants if they are effective, are focused on business objectives, value for the client and clear end states. Internal resources, change agents and the PMO along with the stakeholders, know the path (internal politics, established processes of communication and collaboration, reporting structures).
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Structuring Massive Change as an Entity- What are the roles?
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