McKinsey consultants Peters & Waterman were the most popular in the 80s and 90s because they co-authored the book In Search of Excellence. In 1958, Ron Lippitt, with his colleagues Jeanne Watson and Bruce Westley, wrote a book called The Dynamics of Planned Change. The power of McKinsey was that they practiced social science according to professional discipline rather than an academic discipline. Fact #1:  75% of IT projects fail because they do not achieve agreed upon business objectives, miss deadlines or come in over budget.
Fact #2:  Up to 70% of organizational transformations fail to achieve desired outcomes and targeted growth. Fact #3:  Organizations that identify quantifiable objectives, focus on the people side, and integrate both sides of change with a structured, approach to change management are 6x more likely to deliver successful projects. I will partner with your teams to provide a structured approach to change, using Prosci’s® proven, step-by-step change management methodology. Your leadership, project, human resources and communication teams will have written plans, information, and tools to manage the people side of change in your organization.
You will increase the probability of completing your project on time, within budget—and you will get the results you want.
Take a look at how I’ve helped other organizations get the results they want:  customer stories and leader endorsements. Communicate with Moxie—The Blog is for leaders who want innovative tips, tools, and stories to create understanding, inspire commitment, and increase productivity during organizational change.


Line of Sight delivers project management, organizational change, business process management and strategic planning consulting services to government and industry.
How do you manage your business when your core processes are erratic and varying in quality and throughput capacity? Do you believe the investments you are making in new technologies and processes will address the change that is needed in your organization?
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Why Change Management?? Because new technologies are rapidly deployed in a constantly evolving global marketplace, organizations frequently encounter new business challenges and, in turn, are constantly exploring new business methods and areas.? Generally, organizations embrace business, structural and technological changes.
Effective Organizational Change ManagementKotters eight step change model can be summarized as:1. Even when your teams flawlessly execute the project side of change, success hinges on leadership participation and how fast, how well, and how effectively employees adopt new roles, behaviors, and actions. She digs in and produces work of the highest quality and does so at an impressive rate of speed. Cont’? Leaders are used to operating in environments where the strategic goals have been established for years and employees are familiar with existing job requirements and expectations.? The evaluation and planning that goes into organizational change management seeks to anticipate the likely effect on company resources and labor. Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognize progress and achievements.6.
Listening well and then taking that information to the next level is a natural part of Sher’s process.  She is able to use these talents to accomplish incredible things because she has the experience to know where to spend the most time and what will bring the greatest return.


As technology changes the business landscape, qualified and experienced professionals are required to guide and assist companies in unfamiliar territory.? The change in processes, corporate culture, systems management and operational objectives that result from information technology and organizational change requires careful and dedicated planning. By correctly identifying the end effects change management experts can advise company management how best to deal with this process. Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels.3.
Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.4. Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to peoples needs. Dont let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones.8. Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders.



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