Change management is a dreaded assignment in many companies. It is not leading edge and is normally associated with what a newbie would be asked to do when they joined the company. Those working on new products work hard to avoid any type of sustaining responsibility, which is viewed as a cleanup job to be handled by the less talented.
The company culture that lets this attitude prevail is one that will operate at a less than optimal or productive level, reduced profitability with substandard product quality and customers that question why they purchase their products. Employees at all levels recognize the problems producing products in this environment. What do they see?
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A quality change management process is the foundation of an excellent company. Having products that have sizzle is certainly valuable but sizzle will not carry the day unless the product can be produced consistently at a high level of quality with predictable cost and delivery. What are the key steps to do this correctly?
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Examine the balance of commitment in your company. Is the “back office” just as committed (and resourced) as the “front office”? Don’t let your organization side slip toward the highly visible functions (product development, sales, etc.) and starve the fundamentals of your business model. Listen and look for the signals – cost, quality, schedule, customer complaints – that indicates that this is happening.
Good change management is good management!
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