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Not too many of us like change. Change introduces the unknowable, leaves us open to the unpredictable, may deny us control, and puts us face-to-face with the possibility of failure. Luck may rescue us and bring success, but achieving that success can be a very scary process.  So, how do you make change management a successful, repeatable process, instead of hoping for luck?

Section: Blog

Luckily Change Management is not dependent on luck!  There are no shortcuts.  A detailed plan needs to be in place, along with the right people, a leader who is a communicator and relationship manager, transparency, best processes, solid technology, and lots and lots of risk management brain storming to ensure a fix will be there when the unexpected unknowable happens during execution. As Harish Ramani, CIO of Constellation Brands reminisced, when physically moving a data center you plan for sideways rain, and when sideways rain happens ( surprise, it did happen!), you have tarps ready to handle it. (Ramani, 24:41 - 25:28) Or you have vendors ready to step in and help with the things where you lack expertise. "Do things right the first time, and you will actually save money." (Bonfante, 26:47-26:57)

Section: Blog
Once upon a time, business was a lone warrior, braving economic down turns, battling off competitors, and bowing down to demanding customers. IT was barely seen or heard from. IT consisted of a few mechanics that kept the hardware networked, software running, and the pipeline of services flowing while business people bravely forged ahead.
Section: Blog
Times are getting more and more “interesting” as if we were all under that old Chinese curse – “May you live in interesting times!” IT leaders are facing more complex business processes, difficult partners, underhanded and proliferating competitors, reined in by governmental regulation or threats thereof, and face a myriad of increasingly complex and untried Technologies that seem to change by the hour. Transactions are faster paced, going mobile, getting social and collaborative, and consequently fraught with more security risks and threats, internally and externally, than ever before.
Section: Blog

Should an IT leader be just the good money manager, making do keeping IT humming along while watching the pennies, or should he/she be willing to put his/her neck on the line for innovation, and an investment in the organization's future growth and profitability? Most if not all IT leaders would want to say BOTH! But what's the reality? Is there ever a case for one over the other?

Section: Blog
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