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29.11.2014
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. The level of complexity in most organizations today is staggering - and it's only getting worse. In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Last week BC Hydro announced that it had selected Itron as the supplier of smart meters for the province, in a contract worth $270 million.
Allows more distributed generation such as intermittent and small-scale renewables to be attached to the grid. Overall, making the grid smarter should support more efficient use of electricity, reduce the generating capacity that has to be built, support development of renewables and reduce emissions associated with electricity generation. With all of the information that is out there about managing change you would think the utilities would have perfected the art of introducing new technologies and growing electrical rates. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. Cohen delve deeper into the subject of change to get to the heart of how change actually happens.
Based on the award-winning work of Harvard's John Kotter, it is a story that has been used to help thousands of people and organizations.
There are so many choices to be made, people to involve, processes to manage, and facts to analyze, it's impossible to get things done.


Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline. This followed on an earlier announcement, in January, that Corix, a Vancouver company, had been selected to install 1.8 million smart meters and that Capgemini had been selected to provide project implementation and technology integration services.
Apparently not.  So what does it take to successfully introduce smart meters (or any significant change for that matter)? Kotter Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School, is widely regarded as the world's foremost authority on leadership and change.
In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. They come to work each day determined to achieve something important, and they shed irrelevant activities to move faster and smarter.
Through compelling, real-life stories from people in the trenches, in all kinds of organizations, the authors attack the fundamental problem that underlies every major transformation: How do you go beyond simply getting your message across to truly changing people's behavior?
If you listen to nothing else on change management, listen to these 10 articles (featuring "Leading Change" by John P. She has been educating student using latest educational technologies while facilitating professional development to her staff to use technology for education to provide engaging and interesting learning experiences.
In this article, John Kotter outlines the eight largest errors that can doom these efforts. Many educators would agree on this and even would be able to relate it to their own organisational settings.


We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you spearhead change in your organization.
Then one curious bird discovers a potentially devastating problem threatening their home - and pretty much no one listens to him. In Simply Effective, Ron Ashkenas provides a playbook for regaining control, focused on the four major causes of complexity. In 1995, when this article was first published, he had just completed a 10-year study of more than 100 companies that attempted such a transformation. In this classic article, he shares the results of his observations, outlining the eight largest errors that can doom these efforts and explaining the critical lessons that make for successful change in your organization.
He also found that all eight steps needed to be present and in the right order for the change process to be successful.
Also the thoughts about how they would change their current processes and improve to make it happen as well as making it stick was quite fascinating.



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