Fall 2014
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Fall 2014

Engagement and Change: Taking the Pulse of Your Stakeholders

How do you increase the likelihood your stakeholders will adopt a change? Find the true drivers behind their motivation to change and their motivation to resist, and you are well on your way. Leaders of change programs often struggle to thoroughly diagnose the positive and negative drivers motivating stakeholders during times of change. Measuring the reaction to a change, either positive or negative, is complex. Unexpected resistance can slow or stop the adoption of a change. Failing to leverage engagement drivers that could motivate change and generate enthusiasm for it can cause unnecessary frustration and cost.

by Fred Jewell and Tracy Reznik

Everything I Need to Know About Business Integrations, I Learned in Kindergarten

Business integrations are inherently complex. Multiple work streams come together to merge two or more organizations, with the goal of realizing the value proposed by the deal. Project teams are often full of individuals with tremendous experience, advanced degrees, and a plethora of technical knowledge. With all of the planning, diligence, and expertise, it’s surprising to learn that many integrations still fail to realize their expected value — nearly half of those done for scale and more than two-thirds done for scope.

BY Matt Earnest and Scott Levy

Software Vendor Selection: Uncovering the Obvious Requires Avoiding Common Pitfalls

So, you want to select a new piece of software for your organization. If you already have a tool in mind, have you considered the nuances of how the tool will tie into your organization’s processes? You can save substantial time and money in the long run by being methodical in your efforts to select software that is the right fit for your organization’s overall goals and supports your processes.

By Lydia Lichtenberger

Applying a Customer-Centric Approach to Process Improvement

Companies today are continually raising the bar to create amazing customer experiences. This trend affects process-improvement professionals directly, because improvement initiatives are often prioritized by financially driven decisions that don’t take into account the customer experience. But focusing only on the dollars and cents misses the additional improvement lift your business can gain by including a focus on the customer as well.

By Lauren Abraham Mahoney and Antonia Ciccolo

Lessons from Baseball: Becoming a Stronger Business Leader

Anyone who has ever watched a college football game on TV has likely seen the NCAA commercial noting how few college athletes take their sport to a professional level. While the odds of becoming a professional athlete are extremely low, just being a fan can be rewarding: cheering yourself hoarse with 60,000 other people; experiencing the dramatic comeback of the underdog as the last seconds tick off the game clock; and ultimately celebrating a game — or a season — well-played.

By Anna Pinder

A Model for Mastery: Learning and Development in the Digital Age

Today’s combination of knowledge content and the learning mediums available to access that content offers tremendous flexibility to learning professionals and their constituents. At the same time, that flexibility can overwhelm professionals trying to build and manage learning and development programs. Organizations that are able to harness this flexibility and deploy it to their workforce, however, can increase learning and improve employee engagement.

By Fred Jewell, Victoria Inman, and Jennifer Nourollahi

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