Corporate Diagnosis: Why Most Change Projects Fail

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A majority of companies start a radical change project for the wrong reasons. Beside, even when they do it for the right reasons they don't know and/or apply a number of essential prerequisites for any radical organizational change to succeed. It has been suggested that a company, before starting an organizational change, should assess its readiness to change. Then it has to clearly identify the (measurable)objectives of the proposed change. They should avoid subjective objectives which are more wishful thinking. Our objectives are to present a tested approach to identify the objectives for a change project. These are based on a "Corporate Diagnosis" that we have developed and tested. The session includes working on a case study.
Then, they have to follow an effective step by step approach to launch and pursue an organizational change project. For each step, they should apply specific effective pre-tested techniques, tools, and management practices.


Keywords: The Necessity to Change, Assessing the Readiness for Change, Evaluating the Prerequisites to Successful Change, Establishing the Objectives of the Change Project by Establishing a "Corporate Diagnosis"
Stream: Economics and Management
Presentation Type: Workshop Presentation in English
Paper: A paper has not yet been submitted.


Prof. Kelada Joseph N.

Full Professor, Operations and Logistics Management Department, HEC Montreal Business School
Montreal, Quebec, Canada

Professor of Operations Management. B.Sc. Mech.Eng., MBA.and Management consultant. Fellow of the American Society for Quality. Author of books on Management, Operations Management and Total Quality, including the ASQ Best-seller-Classic Integrating Reengineering and Total Quality, translated in Spanish and French). Have worked for years in many manufacturing and service organizations. Speaker and key note speaker at many international conferences (North-America, Europe, Asia, and Africa). Have developed a number of new concepts, techniques, and management approaches.

Ref: I08P0669