|
|
|
|
|
A key issue in project management is how to progress beyond single-step organisational change projects to a cycle of continual re-invention. Cap Gemini’s Trevor Elliott shows how it can be done.
Continuous change - Part 1 | Part 2
|
|
|
Trevor Elliott: planning needs to be a constant process
|
It is no longer sufficient or economically viable to go through intermittent and massive single-step business change projects. Competitive edge rests with those companies who can continuously improve to the point of continually
re-inventing themselves (see Figure 1).
Yet any degree of improvement or change inevitably meets with emotionally based resistance at all levels. Therefore, there must be a major culture change, which affects the organisation in its entirety: its people and processes, the organisation with its supporting infrastructure and technology and, at the core, its project and knowledge management.
More...
If you are not registered with the site, please register now to read the rest of this page.
If you are registered, please sign in to read the rest of this page.
Conspectus 2002
|
Copyright © 2002
|
 |
|
|
|
