We submit that change is best effected when it is accomplished as the product of a
well-managed and deliberate process executed by a properly trained and motivated
workforce. Executives who lead these changes take proactive measures to make sure
that the process delivers the desired effects in a manner that is predictable, reliable,
and repeatable.
Do you have a change management process that is predictable, reliable, and
repeatable? You may be surprised to find that many people do not have a formal
change management process for their IT systems. Many organizations continue to
install patches on an inconsistent basis (if at all), send untrained and inexperience
technicians to perform tasks they have never done before, never test software before
installation on production systems, and permit technicians to input instructions into
critical systems without the requisite checklists or procedures that can insulate the
organization from a potential loss of information. They do not have effective management
controls over change.21
Does that describe your business?
In this section, we are going to share what we believe is the best practice for managing
change in an information ecosystem: our process for managing and controlling change.
You may look at it and say: “That’s nothing new. We already use a process like that.”
We hope you do.
Nevertheless, there are many executives who use process management techniques
to manage risk at the strategic and operational levels but still neglect to use these same
techniques to manage tactical actions. Such neglect can have profound adverse strategic
effects. As you’ve seen from the anecdotes shared earlier in this chapter, tactical actions
by your employees can have dramatic strategic effects, and you need to manage their
activities as part of your risk management construct.
Figure 6.1 shows how we envision the change management process and the key
steps involved. Frankly, it’s simply a graphical expression of common sense, but we
believe that you, as practicing executives, will relate to it.
The change management process presented should not be a startling revelation for
you. We hope that you already are using a process like this to manage change in your
organization. However, we wouldn’t be surprised if you are not using such a process to manage changes to your hardware systems, software patches and upgrades, web pages,
and data exchanges. You should use your version of the change management process to
control change and manage risk.
We submit that change is best effected when it is accomplished as the product of awell-managed and deliberate process executed by a properly trained and motivatedworkforce. Executives who lead these changes take proactive measures to make surethat the process delivers the desired effects in a manner that is predictable, reliable,and repeatable.Do you have a change management process that is predictable, reliable, andrepeatable? You may be surprised to find that many people do not have a formalchange management process for their IT systems. Many organizations continue toinstall patches on an inconsistent basis (if at all), send untrained and inexperiencetechnicians to perform tasks they have never done before, never test software beforeinstallation on production systems, and permit technicians to input instructions intocritical systems without the requisite checklists or procedures that can insulate theorganization from a potential loss of information. They do not have effective managementcontrols over change.21Does that describe your business?In this section, we are going to share what we believe is the best practice for managingchange in an information ecosystem: our process for managing and controlling change.You may look at it and say: “That’s nothing new. We already use a process like that.”We hope you do.Nevertheless, there are many executives who use process management techniquesto manage risk at the strategic and operational levels but still neglect to use these same
techniques to manage tactical actions. Such neglect can have profound adverse strategic
effects. As you’ve seen from the anecdotes shared earlier in this chapter, tactical actions
by your employees can have dramatic strategic effects, and you need to manage their
activities as part of your risk management construct.
Figure 6.1 shows how we envision the change management process and the key
steps involved. Frankly, it’s simply a graphical expression of common sense, but we
believe that you, as practicing executives, will relate to it.
The change management process presented should not be a startling revelation for
you. We hope that you already are using a process like this to manage change in your
organization. However, we wouldn’t be surprised if you are not using such a process to manage changes to your hardware systems, software patches and upgrades, web pages,
and data exchanges. You should use your version of the change management process to
control change and manage risk.
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