Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.
Why change? Aside from it being the natural course of business, industry and technology, there is also an inherent need in each of us to look for ways to improve and evolve (that’s not to say that we don’t pursue those interests with more selfish motives, but that’s a discussion for another day…)
Although many people agonize over change (particularly in the workplace), it’s more that we do not like the associated potential for failure. Most experienced workers can describe a situation where they have rolled their eyes, sighed deeply and put on their best pretend smile when a far-reaching new process or practice was presented at their place of business with orders from on high. Many of these types of changes come with good intentions, but they are not researched well enough with respect to their practicality, need, plausibility and impact.
Additionally, the required support and energy that is necessary to make a change become permanently integrated necessitates involvement from all levels within the organization—and it is the experience of a good number of us that drive and motivation quickly disappear without it. Senior management can get the ball rolling, but its continued participation is vital to keep it moving. Likewise, other managers and line staff are just as important to instigate and maintain an environment conducive to …
Please log in or sign up below to read the rest of the article.
ADVERTISEMENT
Published at Mon, 21 May 2018 04:00:00 +0000
