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By GSMIweb on 22-Apr-10 03:32.
January 27, 2010, San Diego, After the remarkable success of its first Mission-Driven Summit, Global Strategic Management Institute (GSMI), in partnership with Ascendant Strategy Management Group, is proud to announce that it will be hosting its second annual performance management event for government agencies and non-profit organizations, the Mission-Driven Performance Management Summit, in Washington, DC on March 2-4, 2010. This event will feature keynote sessions presented by Balanced Scorecard co-creators and management thought leaders Dr. Robert Kaplan and Dr. David Norton. As an event specifically designed for government agencies and not-for-profit organizations, the Mission-Driven Performance Summit features case studies and thought-provoking sessions that will give you the insight to: Prove your impact in a time of increasing accountability requirements Implement your strategy while managing your risk Do “more with less” by improving your organization’s management Effectively partner with partners, customers, and affiliated organizations Align your management system with your measurement system
Prosci is releasing a four-part series on "why change management" to provide several different perspectives on how to make the case for applying a structured approach to manage the people side of change for organizational initiatives. This series includes: • Correlation data on the impact of effective change management • Cost-benefit analysis for change management • Case study on project impact of effective change management • Emergence of change management This tutorial presents a cost-benefit analysis for investing in change management. It presents five perspectives on the "benefits" of applying change management on projects in the organization. Given the importance of change in today's environment, these approaches to making the case for change management can help ensure that change management is viewed as a "must have" and not a "nice to have" on the projects you support. Cost-benefit analysis overview
As we enter 2009, some 25 years after change management was first introduced as a formal tool for managing people through change, we are now seeing a broad adoption within business and government of structured change management processes. The strength in the deployment of change management is evident in the overall growth in revenue in change management products and services, the creation of practice areas by consulting firms, the commitment by companies to create formalized job roles and training, and research work that identified change management as the missing success factor for change. Overall, the deployment of change management is strong and growing. In this "State of the Union" address on change management, I share my personal observations and philosophy, as well as a few of the trends we at Prosci see in this field. Observations and philosophy 1. Change management is both a process and a competency From the process perspective, more projects are deploying change management as a structured approach for managing the people side of change. To ensure consistent use of change management going forward, organizations also need to "hard wire" the application of change management by setting investment thresholds that trigger: a. a requirement for change management to be applied on that project b. dedicated change management resources as part of the core team c. an integration of change management activities into the project plan
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