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Our job as leaders and developers of people and organisations is to create environments that promote behaviors that cultivate happy, motivated, and effective workforces. Experiential Training can Direct and accelerate the process, “Mindset Change” is seldom a reality that lasts. This 4 day change management training course will provide you with the tools, processes and an action plan to effect fast organizational change in your organization. Based on Directive Communication methodology, associated case studies, this initiative is an IMPLEMENTATION PROGRAM that provides Immediate Visible Results in the attitudes and cooperation of your staff. When personal gratification is aligned with the organizations objective, it changes the meaning of work for your people and provides a frame work by which senior management can truly influence organizational and personal vision alignment while creating a more passionate and fulfilled work environment.
This program will take selected individuals on a journey of Change, Vision, and the Implementation of a Greater Work Culture.
With a group of 12 to 15 people, do a step by step implementation program that will affect the entire organization to be more effective and aligned with greater organizational vision. The program objectives are met through a highly interactive Experiential Directive Communication™ Psychology based implementation Process applying the psychology of self and group over the period of 12 days with online coaching follow up each week for 5 weeks. The result is increased synergy across departments, personal accountability and the trust of management required to take action without looking to others for direction. During 12 days, the program is spread out between workshop exercises and onsite implementation.
There are 5 levels of corporate culture, and each statistically has proven different levels of efficiency based on comparable skill benchmarks across 8 different industries.
Corporate Culture Evolution requires the functional base of Directive Communication psychology at the mental, emotional and physical levels to create a common method of communication, understanding and approaching tasks and decisions. Unfortunately, according to multiple analysts, organizations are not successful in achieving their goals in most programs because of a failure to manage the people side of change. But do these PSOs apply the change management discipline and capabilities when undertaking their own programs?
For those firms that consistently apply change management to internal improvement programs with perfect results, congratulations! First, the mission of change management is to create authentic buy-in to increase the likelihood that all key stakeholders support the program’s aims and make a commitment to its success.
Second, the scope and scale of change management efforts must effectively align with the nature of the program’s change and company culture. We cannot underscore the importance of a robust and well-planned communication effort for any change program.
When facing change, people generally have five questions they need answered before they can understand and accept the change. The commitment curve pictured in Figure 1 depicts the behavioral stages individuals go through over time as they make their way to the ultimate goal of internalization and commitment to the program. Engaging key stakeholders not only helps move the program forward but also serves to create advocates who will influence broader organizational perception and adoption of the program.
Here are recommendations to successfully integrate stakeholders to ensure business needs are identified and potential advocates have a say and vested interest in the success of the program.
Contact key stakeholders to garner feedback and document issues and enhancement recommendations throughout the program. To be successful, PSOs must be aligned to ensure that each relevant function understands its role and obligations.
So, if your organization has proven change management skills and capabilities, unleash your talent internally. One of the hardest, but most rewarding change efforts, is building a “billable consulting culture.” Sure, every professional service (PS) firm wants to increase the number of billable consultants, the number of billable hours and the consultant’s hourly rate. Clear, measurable and aspirational targets to guide the transformation plan and initiatives. Employees engaged in the “need for change” and involved in identifying detrimental underlying mind-sets; employees empowered to develop and participate in the change effort. Every PSO has a unique culture, typically reflecting executive leadership style and values. The company’s original staffing model may be changing to become a high-value consulting model. Whatever the reason for the change, one of the most difficult and rewarding service transformation efforts is shifting the way people behave and work.
Leaders of most PS firms know that the most powerful predictors of overall PS success are not bill rates, discount levels or utilization.
Organizational culture is the unwritten customs, behaviors and beliefs that determine the “rules of the game” for decision-making, structure and power.
When organizational culture is strong, employees do things because they believe it is the right thing to do and the company will reward them for their actions.
Because service organizations are 100 percent people-based, creating a billable consulting culture in sync with the new mission and charter of the service organization is of paramount importance in any change effort.
Frankly, too many successful, billable PS organizations delight clients and achieve respectable financial results to operate a money-losing, client-dissatisfying organization. Once employees understand what’s in it for them, multiple interlocking elements and structures must all be in sync to drive and support the new behavior of creating a billable consulting culture.
A good example of moving toward a billable consulting culture is for senior project managers from around the world to be part of a service transformation focused on improving repeatability and scalability. If a catalyst for the transformation is poor client satisfaction and runaway projects, key solution architects and program managers can become the owners of creating a project management office (PMO) charged with improving quality initially on the largest, highest-risk projects.
Quarterly global calls allow staff to review transformation initiative progress and reconfirm why the transformation is critical. Only a few (no more than three), broad, well-supported transformation initiatives should be part of the first year plan.
For the new billable consulting culture to become “the way we do business here,” all of the human capital processes must support and reward the new desired behavior. Management must provide clear and open communication to enfranchise employees to become part of the solution rather than the problem. In many professional services organizations (PSOs), the sales force appears to operate on an island, with a go-go-go attitude and minimal communication as to what each salesperson is selling, to whom and at what price. SPI Research’s 2102 Professional Services Maturity Model Benchmark shows that most executives spend more time on the former — working to increase sales.
Service tends to react to sales, but unfortunately cannot optimally staff and execute because it doesn’t fully understand the personnel requirements, time commitments and costs until sales officially sells the work. While there tends to be executive-level communication between sales and service delivery, the sales force is just so busy, and with so much uncertainty, continual communication generally suffers.
To improve communication and sales visibility, many professional services (PS) executives invest in client relationship management (CRM) solutions to provide some level of visibility to executives.
For PSOs that do integrate both CRM and PSA with the core financial solution, the benefits are both quantifiable and lucrative. During economic uncertainty, PS executives increase their emphasis on client retention and new client generation. New client generation — and its overall importance to organizational growth — is a main driver of client relationship management becoming widespread in the professional services sector. A smooth transition between winning a bid and beginning the work is paramount in the development of long-term client relations. As the PSO initiates work and begins invoicing, the project scope must be well-defined and approved by both the client and the PSO. Informal lines of communication have existed within the professional services market for decades. At a certain point in time, inevitably the PSO makes a mistake, and with too few or too many resources available, projects start off on the “wrong foot” and never seem to get on track. Ideally, both the sales organization and the service delivery organization see the same information and, therefore, understand the resource requirements and timelines for new service projects.
Professional services executives continue to look at their information infrastructure to determine if their application strategy meets the needs of the organization in terms of improving the core business processes, and offering greater visibility and transparency across the organization, along with information that will hold up under the scrutiny of regulatory audits. Ideally, information flow mirrors that of the organization’s business processes, beginning with client prospecting and going through the subsequent business processes from bid through sale, resources, execution, invoicing and project close. Annual revenue from new clients: 49 percent with integrated CRM and PSA, 41 percent without integration — meaning the firm sells to a larger client base. These results, and many others, show the integration of both CRM and PSA makes a dramatic impact to bottom-line operational and financial results. Connecting sales and service makes sense, but unfortunately rarely happens due to cultural and incentive clashes.
How long will it take to complete the work, and at what points will the firm generate invoices? Executives and other relevant personnel should track the information from the initial bid through the project completion and invoicing.
The integration of CRM and PSA has created a channel of communication where both entities can stay informed and up-to-date on potential and current work. No one disputes the fact that people are the most important asset in the services industry. Recent trends in resource management demonstrate the balance professional services executives are finding between tactical and strategic resource usage, and how they are increasing the emphasis on building a workforce that optimizes growth and profitability both in the short and long-term. Like most investments, human resources have both their strategic and tactical characteristics. The hiring and retention practices of professional services organizations (PSOs) must mirror its strategic goals. Once the PSO develops its human capital management strategy and hires the resources necessary to carry out its strategy, it must then use the resources in a way that is tactical, as well as strategic. However, there are cases in which a PSO should not maximize short-term profits due to the strategic nature of the client-consultant relationship. PS executives, like their manufacturing counterparts, must optimize resources in a way that maintains utilization levels that meet financial goals. While many PSOs strive to ensure they have adequate staff on-board to meet the needs of their client base, many have either too few or too many people. Consultants with high levels of utilization, while appreciative of their perceived impression that the organization really needs them, begin to suffer burnout, which manifests itself in other areas not related to their day-to-day activities. Regardless of economic conditions, the professional services marketplace continues to evolve.
Many leading professional services organizations have implemented automated resource management capabilities that allow practice leaders and resource managers to efficiently deploy their workforce. They allow management to look beyond the four walls of their office, and to reach out to other areas within their organization — enabling the PSO to maintain a smaller, yet more nimble workforce. Resource management tools let executives continually monitor projects to make sure both costs and revenue are in-line with project objectives.
With changing client demands, PSOs must build a workforce that is intelligent, hard-working and adaptable. Resource management tools offer PSOs the ability to accurately look at their workforce to determine skill gaps as well as compensation inconsistencies. Professional service organizations (PSOs) provide one of the highest leverage business models to quickly grow revenues and profits, but can be the most difficult organizations to transform and change. Accelerate revenue and margin growth either through mergers and acquisitions or internal process improvements. Drive alignment between the service organization and other departments, or improve internal service organization alignment. In today’s marketplace, the term transformation describes everything from high-risk complete business overhauls to tactical changes in IT systems. Put simply, transformation means opening up new possibilities for growth and moving from one state to another. Failure to differentiate between change management, process re-engineering and business transformation often leads to using the wrong tools at the wrong time. Following a complete and proven business transformation process that engages the leadership team and cascades input and commitment throughout the organization.

To deliver a comprehensive service assessment and transformation solution, the following framework is essential Figure 1 indicates the scope of this transformation solution and how it compares to typically under-scoped efforts to drive change. Often what seems to management as a minor tweak in business process is a major shift disruptive to daily sales, service delivery and operations. Absence of executive alignment and leadership, due to the project being viewed as only tactical. No market, benchmark or customer fact-based data to substantiate decisions on priorities or to describe why the rationale behind the changes. No ongoing process for strategy execution and follow-through, resulting in lack of sustained focus and follow-through.
Table 3 shows that PSOs with better clarity of vision and mission and strategic alignment drive over 50 percent faster revenue growth and 65 percent greater profit margins. Combining a benchmark with a proven process for transformation provides a recipe for success in driving increased revenue, profitability, human capital alignment, and delivery quality. Confront reality and focus on the highest impact initiatives for improvement is the next step. Targeted customer and non-customer interviews to provide an “outside-in” perspective of the company’s strengths and challenges. With this information, the leadership team can have an effective and fact-based conversation about priorities for strategic change and improvement. While PSOs can make literally hundreds of potential improvements  PS firms can target key performance measurements.
The ability of the leadership team to effectively confront the reality of the current business environment with a realistic fact base (and database) and competitive benchmarks. Clear focus (limiting the focus on a few key initiatives without competing or overlapping priorities). The ability to rapidly engage the full organization in translating improvement plans into operational tactics and job-level objectives. The follow-through necessary to accelerate the learning and performing cycle while creating committed leaders at all levels of the organization. By leveraging the structure of benchmarks [2] and following a process that keeps the responsibility for leading the transformation squarely in the hands of business leaders, the result is not only quantum improvement in targeted initiatives in a shorter-than-expected period of time, but also a fundamental improvement in leadership acumen from top to bottom. An individual could be trained for a job, placed in it and the expectations would be clear. Before I start to discuss the communicating tools, there are two topics I would like to address.
I want project team members to know who to call when they have a question or an issue arises. One caution about the list, I provide business contact information, but not personal information. For the past 20 years, corporate communication specialists have tried as hard as they can to tailor the message to the frontline employees.
Now, using Directive Communication Psychology in a Systematic Change Process using Change Leadership and Change Agent Leadership, Your organization can cultivate highly effective, cooperative groups that bring out the best in each other.
To cultivate an Effective and Passionate Culture, we must understand and be able to influence the psychology of its group dynamics.
Then gives them the structure to apply what they gained and assist others in the organization to do the same, a journey of new perceptions that brings out attributes fundamental to Self Leadership. Employees will create a supportive environment where they draw on the collective strengths of the management and the staff at various levels. One day workshop (total 5 days), one day onsite (total 4 days requireing 3 to 4 hours each)… this will be caried out by key influencers who involve management and peers in the process. Most organisational development, corporate culture change or change management programs would have you believe that it’s impossible.
By applying the Directive Communication 5 Pillars of transformation, an organisation can see a noticeable change in 3 weeks and solidify a new more passionate corporate culture in three months.
In fact, the velocity of change is increasing, requiring businesses to invest in programs to gain or maintain competitive advantage.
To help manage this risk, a growing number of PSOs have a change management practice, a capability embedded in their project management methodology and client engagement approach or both. For those PSOs with change management knowledge and skills that are internally inconsistent, this will reinforce the importance of this discipline. This means the stakeholders understand how the program affects them and the role that they need to play. Its complexity, organizational impact, considerations, strategic importance and visibility should determine the change management approach and activities. The goal of leadership is to articulate the need for change, establish the future state and ensure that key leaders are aligned, in the know and supportive. The goals of a communication strategy are to effectively position the program as an enabler to the business and a catalyst for improved client experience. Here are the fundamental questions that any change program must answer in order to be successful and move individuals along the personal commitment curve. Reporting relationships, roles, responsibilities, required skills and stakeholder expectations will change.
Organizational alignment includes role design, organizational impact assessment, and skills and training assessment and results in the creation of a transition plan to overcome resistance and accelerate adoption of the program and processes.
Training on the new processes, skills, behaviors, systems and methods required by the program must be addressed. As the organization matures, people who stay take on aspects of the culture and accept it as the standard. This typically involves maturing business processes and systems to improve repeatability and scalability while reducing costs. At the next level of complexity, the organization seeks to expand into new service lines, geographies or capabilities, either organically or in combination with acquisitions.
Service organizations undertake a major transformation when the current business model no longer fits the required new business model or when dissatisfaction with current sub-par performance starts to reach crisis proportions. Or perhaps the embedded PS organization started as an adjunct to product development and is morphing into a true billable PS model. To undertake a significant transformation effort, the amount of pain from continuing with the status quo must be substantial enough to warrant and drive a cultural change effort.
In fact, the SPI PS Maturity Benchmark results prove it is “confidence in leadership,” “strategic alignment of goals and measurements,” “ease of getting things done” and a culture that empowers creativity and collaboration that marks the difference in high-performing organizations. Culture is based on the shared history and traditions of the organization combined with current leadership values. However, if the current culture was developed to support an anachronistic business model, which must be changed, getting at and changing the underlying employee mind-set can be a daunting task.
Successful service transformations engage the workforce in defining issues and creating and enacting improvement initiatives. Develop a sense of urgency by confronting reality and realizing the status quo is no longer an alternative.
If the service organization was originally created to do something different — staffing, adjunct to engineering, sales or partner enablement — and is now aspiring to become a high-value consultancy, transformation leaders should acknowledge the past and explain why it no longer works for the future.
If this is the status quo, the organization must face the very real possibility of going out of business or being replaced. But, at the heart of every successful service transformation, the organization paints a new and unique future state business model.
Leaders must translate the “need for change” and the “benefits of change” into a personal and compelling picture of the new work required. They face working obscene hours to overcome product defects or to hide missing product functionality.
Employees must be enfranchised in both defining the reasons for change and the scope and impact of the change itself. This initiative team may be responsible for creating and rolling out a consistent, global methodology or defining how employees will store, share and use knowledge. Significant and lasting change will not happen overnight, nor do organizations have the luxury of abandoning their current business processes in favor of a new model. Once the pilot is successful, the core transformation initiative team can turn the PMO pilot into a new way of doing business to ensure quality and repeatability across all projects.
Significant change initiatives run the risk of starting strong, filled with passion but losing steam or dying completely over time.
Transformation plans and time for initiative teams to accomplish transformation tasks become part of the organization’s fabric.
Companies should only undertake transformations if senior leadership is committed to making significant and lasting change. After defining the key attributes of the new billable consulting culture, the company must support them with reward, recognition and compensation systems as well as recruiting and on-boarding practices. Managers must give change-resistant employees an opportunity to understand the requirements of becoming billable consultants and enable skill training and mentoring. They work with their cross-functional counterparts to develop a shared vision of the future and the role the service organization will play in achieving that vision. Because employees emulate leaders, it is critical for them to demonstrate and reward a billable consultant culture.
However, SPI Research found that very few of these organizations actually integrate the CRM solution with core financials, or the professional services automation (PSA) solution. Taking an integrated strategic approach to core information systems within professional services organizations benefits both the PSOs and their clients. CRM is the second-most popular business application behind core financial accounting in PSOs. As a PSO finds new prospects and subsequently generates new bids for work, the PSO must plan for potential project execution if the client accepts the bid. This communication increases the assurance that the client will pay invoices in a timely manner. If not, the potential for under-staffing, confusion and ultimately frustration tends to lead to employee attrition. It is critical during each of these project lifecycle phases that the PSO tracks information associated with costs, time and quality, and flags and moves any projects with issues to a higher level of visibility. 70.2 percent (no integration) — meaning more hours billed and subsequently greater revenue. While direct communication is desirable, in many cases, PSOs have little time to provide sufficient information to accurately convey potential project needs and personnel. With this information, both management and consultants can monitor the projects to assure high levels of client satisfaction with acceptable profit margins.
In the highly billable professional services (PS) sector, where many people charge between $250 and $500 per hour, how companies hire, train and compensate specific skills goes a long way to determining an organization’s long-term viability and success. The firm’s human capital management strategy should outline the types of people needed, their corresponding skills, their cost and subsequently their revenue potential.
PS executives work to staff projects with people who can adequately meet the needs of the client, but do so at a cost that maximizes profitability. By placing the desired consultant on an engagement (even if it isn’t the most financially desirable alternative) can further build a long-term, profitable relationship, and therefore resource management must play both a tactical and strategic function. These executives must ensure that their staff’s skills align with the short and long-term work to be completed.
Many of these individuals enjoy the work as well as the long hours (if adequately compensated), but suffer outside of work, which in turn causes stress and eventual turnover in the organization. Communicating to staff a stated utilization goal will help them understand the PSO’s expectations.
PSOs will offer new services and initiate new geographies, and turnover will occur within the organization.
If they succeed at one type of work, they will become less likely to aggressively pursue new ventures, preferring to continue on a path in which they have flourished. These tools, in conjunction with project management tools, allow PS management to efficiently deploy the workforce to meet profitability, timeline and utilization targets.

This situation allows staff to work with other people outside their office, creating a more unified and consistent service offering — all of which builds the brand. In cases where the project scope changes, PS management can use the resource management tool to realign the workforce to ensure other projects and their revenue goals are not negatively impacted. With the changing demands placed on PSOs to meet client objectives and profitability goals, it has become increasingly clear that more sophisticated resource management is required for long-term organizational success. Resource management should be at the heart of a human capital alignment strategy that allows executives to more accurately predict and hire individuals who possess the skills necessary for long-term client satisfaction and financial viability. Don’t forget IBM’s massive strategic shift into IT services and consulting, and the rapid dominance of Tata in IT outsourcing. One major barrier to success: leaders often underestimate the magnitude of change, the need to fully engage the entire organization and the requirement for leadership focus and follow through. For PSOs, transformation often focuses on a wide variety of actions and opportunities required to drive continuous business growth. It is tough work, and many change initiatives fall short, or end up as “flavors-of-the-month.” To prevent that from happening, PSOs need to understand the difference between transforming the organization and changing hastily as a reactionary measure to internal or external drivers. Lack of meaningful engagement of business operations and employees until it is too late for them to have input, investment or engagement in the process. This is especially true in the case of PSOs, which are people-oriented businesses and have the flexibility to become highly fragmented without clear strategic focus.
In addition with improved leadership focus the PSO lees less staff turnover and improved on-time delivery performance. This is followed by quarterly checkpoints to drive best-practices learning and to serve as waypoints to test the strategic direction.
This information provides the catalyst for performance change that is executed through the transformation process. And often incremental baseline trending of budgets and sales forecasts isn’t enough to keep pace with fast-changing markets and the financial demands of the business. These improvements are realistic if the PS firm follows a proven business transformation process. There is no reason that 70 percent of transformation and change efforts should fall short of financial expectations. With the Directive Communication Organisational Development "Change Management" Process, Environments can be customized for you organization with emphasis on what is most important to your success.
The difficulty is that unless we know and set the psychological parameters for Corporate Culture, it will be left to chance, and according to a 2007 study of 70 similar companies, you could be losing 52% of your productivity potential. Leaders and subordinates will have the psychological tools needed (including the newest, CBCI - communication profiling, and the HDMA - Emotional Perception Gaps, profiling tools) to understand one another at the most basic level of brain and emotional action. This course facilitates the knowledge and skills required in building the 5 Pillars of transformation for change management and culture change.
While, at the highest level of corporate culture evolution, the Leadership Enriched Culture, 100 people are doing the work of 159. The good news for every professional services organization (PSO) is that the industry annual revenue growth rate has exceeded 13 percent, per our “2012 Professional Services Maturity Model™ Benchmark”.
And for PSOs that are new to change management, this will help you internally and compel you to consider adding change management capabilities to your services portfolio. The lack of strong leadership and vision will result in confusion within the organization and derail the change program.
Cater messaging to distinct stakeholders groups as necessary because one size does not fit all. But they should also look into social media, webinars and surveys to garner two-way dialogue. Ownership is a powerful incentive, so make that stakeholder responsible for an activity or deliverable to accelerate acceptance and adoption.
Implementing these organizational changes to support the program’s objectives may also require developing skills and changing the incentive plans. In particular, aligning incentives to program goals will build a sense of urgency and help foster belief in the change while reinforcing the benefits of the desired state. If the current culture isn’t fostering company growth and encouraging employees to reach “billable” goals, the culture may need a renovation. It does not require significant change in the business model or the way people work; instead, it focuses on streamlining and improving core business processes and systems. This transformation involves developing a growth strategy and adding new skills and capabilities along with new business processes and systems to accommodate and accelerate growth.The hardest part of this type of transformation is developing a clear and compelling strategy. PS organizations undertake this type of transformation when they move from cost centers to profit centers or from on-premise to software as a service (SaaS) business models. Or maybe the organization began as a sales enabler or customer support organization and is now becoming a profitable billable consulting organization. In effect, culture dictates “the way we do business here” and models the organizational survival tactics that facilitate assimilation and personal success.
They are only willing to alter their mind-sets if they see the point of the change and can envision why it might be good for them and how they might benefit from growing or adapting to take on the change.
If employees cannot visualize the new “promised land,” they will not be willing to undergo the terrors of the journey. This is a typical failure point for many change efforts because employees are not engaged in defining the change or the role they will play in making it happen.
If a not-yet-ready-for-primetime product is the root cause of runaway projects, employee attrition and lackluster financial results, a key transformation initiative may involve creating interlock between services and engineering.
For change to happen, employees must have the opportunity to practice the new work and see role models of the new behaviors. If the transformation involves moving to a streamlined, centralized resource management model, core managers may own the selection and roll-out of the new resource management application including local training and consistent adoption. For a transformation to a billable consulting culture to succeed, the reasons for the transformation must be clear, and the PS firm must reward and celebrate consistent progress towards the new state and desired billable consulting behavior. Field rotational assignments are the norm to ensure widespread leadership of key transformation initiatives and projects. Once the transformation occurs, engaging employees throughout the organization in understanding, defining and driving change is the only way for a service transformation to succeed. They then create clear goals and measurements that drive alignment and empower employees to act and make decisions. This lack of integration creates inefficiency within the PSO, as resource managers and consultants alike do not have the visibility into future work in the skills required to assure they can deliver quality services on a timely basis.
Even when times are good, these executives spend a good deal of time wining and dining existing and potential clients. Staff with the specific skill sets necessary to complete the work must be available and ready to go.
The communication between the two organizations must involve sharing client information that will help improve the odds of a successful engagement.
However, as a firm grows, SPI Research sees “cracks in the armor” of communication as the PSO bids with greater numbers of people on more projects. Unfortunately, having projects not run efficiently usually shows up in reduced future business opportunities with the client. To better understand how the integration of CRM and PSA increases organizational performance, SPI Research analyzed 118 billable service organizations with between 30 and 700 employees.
Having too many people on-board limits profitability as well as introduces boredom into the equation. The PSO must work to continually develop attributes that make individuals less susceptible to problems as change occurs. Firms must utilize employees in a way that optimizes their unique skills while meeting the financial directives of the organization.
PS executives who commit to such tools enable their organization to optimize levels of employee skills, while meeting the demands of their clients. By managing change in a more complete way, as a business transformation, the odds of success are greatly increased. Specifically, Table 2 shows 40 percent faster revenue growth and more than double the profitability when the  team has high confidence in its leadership. Change initiatives with full executive team commitment and alignment that incorporate employee input can succeed in driving bottom-line profits. The tools for success are available and the rewards are great for those who learn to capture that value. The executives worked collaboratively on their top business challenges with peers and key faculty.
The study indicated: Where the mean is 100 people doing the work of 100 people, in a poor culture, 100 people did the work on 68.
They will learn how to decode each other's physical way of perceiving the world around them and the real strengths behind what it takes to nurture personal and organizational success, AND how to get that personal success from work. Because traditionally, corporate culture change begins with Policy change, which will eventually lead to behavior change (if it is accepted enough to last), which will eventually lead to changes in perception, which will lead to changes in emotional gratifications within the organisation, which will eventually lead to culture change.
That’s like having an extra 59 free employees more than the Average, non-dysfunctional corporate culture. And don’t overestimate the power of project management to override the need for change management. Effective methods for training include classroom instruction, one-on-one coaching, self-paced and web-based training, hands-on training, and job aids. If the strategy is sound, execution will be exhilarating and will continually build momentum. In this scenario, senior solution architects may become the core change initiative owners to provide feedback to engineering. If resource unavailability delays project initiation, the work might go to another firm, or go away. These PSOs are large enough to need CRM and PSA technology, but not so large as to deploy it selectively across different regions and practices. Consultants with low levels of utilization tend to feel underutilized and know they are not generating sufficient profit to warrant their long-term tenure with the company. The goal of PS executives is to keep their consultants on a utilization percentage with minimal variance to assure consistency and long-term employment. PSO executives must build a workforce consisting of people who can handle change in a positive, productive way. Some PSOs initiate programs that continually have their people working on new initiatives outside of their area of comfort, or do training in areas where their skills and qualities might be a long-term asset to the company. To account for both the strategic and tactical attributes of each resource, many PS executives turn to integrated resource management solutions to keep utilization consistent while meeting client needs.
By focusing on the highest leverage areas first, the financial benefits can drive quick wins and solidify support for larger scale changes over time. The biggest and most common problem facing executives was how to generate a tough confrontation of external realities and then fully engage their organization in executing business changes.
You will be able to credibly sell your change management expertise by telling a successfully change story: yours.
As a result, additional investments in pre-release quality assurance or train-the-trainer programs led by consulting experts may produce real change and improvement in both the product and consulting engagements.
They might also feel underappreciated and with the extra time, begin to look elsewhere for future work.
Miles), the process was built on the best practices that surfaced through that program and many years of refinement and streamlining.

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