Change Management Strategy and ITIL Implementation Process in an IT Company—Study Case

2020 ◽  
pp. 611-621
Author(s):  
Mădălina Albulescu ◽  
Nicolae Bibu
Keyword(s):  
Change Management ◽  
Management Strategy ◽  
Implementation Process ◽  
Study Case

scholarly journals The ‘3CE2CE’ Framework—Change Management Towards a Circular Economy: Opportunities for Agribusiness

2021 ◽  
Author(s):  
Nan-Hua Nadja Yang ◽  
Ana Carolina Bertassini ◽  
Jéssica Alves Justo Mendes ◽  
Mateus Cecílio Gerolamo
Keyword(s):  
Content Analysis ◽  
Literature Review ◽  
Change Management ◽  
Circular Economy ◽  
Agricultural Sector ◽  
Implementation Process ◽  
Managerial Practices ◽  
Depth Analysis ◽  
The Common ◽  
Transformation Processes

AbstractFor the transition towards a circular economy (CE), organisations have to be prepared to adapt to major changes. Thus, the concept and implementation of change management (CM) will be essential to an organisation’s success during this transformative period. Studies have shown that organisational CE barriers were more significant than individual CE barriers. To overcome such obstacles, the most appropriate set of managerial practices should be carefully considered. These barriers also have the potential to influence the agricultural sector, which seeks to adopt more sustainable ways of production. The goal of this paper is to propose a solution framework based on CM strategies to overcome organisational challenges posed by a CE, especially for agribusinesses. To accomplish this objectively, a systematic literature review and a content analysis were conducted. The common errors in CM within the implementation process and the main CE barriers were identified and classified. An in-depth analysis of the issue’s roots led to a solid understanding of how to tackle such CM problems. This paper presents an overview of organisational CE barriers verified in the agricultural context, the common errors in CM, and the correlation between these findings. The two areas were then combined in a matrix that shows the connection between common errors in CM errors and CE barriers. Based on this result, a solution framework called 3CE2CE was developed that provides a step-by-step guide on how organisations can successfully undergo transformation processes towards a CE with the principles of CM.

Versorgung von allergischen Erkrankungen: Große Fortschritte in der digitalen Transformation

2021 ◽  
Vol 9 (2) ◽  
pp. 78-79
Author(s):  
Stephan Traidl
Keyword(s):  
Change Management ◽  
Management Strategy ◽  
Airway Disease ◽  
Digital Transformation ◽  
Digital Tools ◽  
Digital Tool ◽  
Distorted Image

Digital anamorphosis is used to define a distorted image of health and care that may be viewed correctly using digital tools and strategies. MASK digital anamorphosis represents the process used by MASK to develop the digital transformation of health and care in rhinitis. It strengthens the ARIA change management strategy in the prevention and management of airway disease. The MASK strategy is based on validated digital tools. Using the MASK digital tool and the CARAT online enhanced clinical framework, solutions for practical steps of digital enhancement of care are proposed.

Promoting evaluation culture

2008 ◽  
Vol 8 (1) ◽  
pp. 20-25
Author(s):  
John Hanwright ◽  
Sharnie Makinson
Keyword(s):  
Program Evaluation ◽  
Change Management ◽  
Management Strategy ◽  
Department Of Education ◽  
Management Model ◽  
Multifaceted Approach ◽  
Evaluation Strategy ◽  
Comprehensive Program ◽  
The Arts ◽  
Supporting Materials

This article describes the development and implementation of a comprehensive Program Evaluation Strategy by the Queensland Department of Education, Training and the Arts (DETA). It discusses the key stages adopted in this change management strategy by drawing upon characterisations of effective innovations. The Program Evaluation Strategy adopted by DETA was based on a change management model rather than a compliance approach. The evaluation strategy incorporated a number of elements: the overall strategy, an evaluation manual providing supporting materials and templates, evaluation training for staff, and specific provision of advice and assistance in evaluation. The article argues that this multifaceted approach has fostered an evaluative culture within the agency and been critical in supporting the influence and use of evaluation.

scholarly journals Towards Comprehensive and Disciplined Change Management Strategy in Agile Transformation Process

2013 ◽  
Vol 6 (13) ◽  
pp. 2345-2351 ◽  
Author(s):  
Taghi Javdani Gandomani ◽  
Hazura Zulzalil ◽  
Abdul Azim Abd Ghani ◽  
Abu Bakar Md. Sultan
Keyword(s):  
Change Management ◽  
Management Strategy ◽  
Transformation Process

scholarly journals Change Management Strategy for Organization in the Era of Industry 4.0

2020 ◽  
Vol 8 (5) ◽  
pp. 3629-3634
Keyword(s):  
Change Management ◽  
Industry 4.0 ◽  
Management Strategy ◽  
Management Strategies ◽  
Literature Study ◽  
The Face ◽  
Management Concept ◽  
Changing Times ◽  
Sense Of Power ◽  
Future Condition

The Changes have survivalbenefits for an organization. And with out any change, it can be ascertained that the age of the organization will not last long. The Change sint end to make the organization notastatic but remained dynamic in the face of changing times. A leadershouldhave a vision and a change in the strategy based on assumptions about future condition sthatare expected to occur. The only leader who have the personality, be havior, and the sense of power that are able to deal with change. This paper analyzed the several literature study from national journals and books in Indonesia and international journals to see the change management concept from two perspective. And the results showed the similarity research funding from the researcher in Indonesia and the other countries about change management strategies and challenges.

scholarly journals Manufatura enxuta em um fabricante de produtos hospitalares: implantação e avaliação na percepção dos gestores

2019 ◽  
Vol 12 (1) ◽  
pp. 88
Author(s):  
Rogério Da Silva Nunes ◽  
Alessandra De Linhares Jacobsen ◽  
Rodrigo Dos Santos Cardoso
Keyword(s):  
Change Management ◽  
Behavioral Change ◽  
Lean Manufacturing ◽  
Implementation Process ◽  
Readiness For Change ◽  
Current Case ◽  
Medical Products ◽  
Increase Productivity ◽  
A Company

The use of lean production in organizations, which aims to broaden your results using fewer resources, that is, to increase productivity producing essentially necessary and eliminating what does not add value to clients, requires actions that include mapping of success environments and organization's readiness for change management. Hence we have the current case study, descriptive, which presents the implementation of lean manufacturing in the textile plant in Blumenau (Santa Catarina) that manufactures medical products from a company with three manufacturing units. Next, there were interviews with thirteen managers and staff who participated in the lean manufacturing implementation process in the unit in focus. As a result, we identified that the requirements and preparations for the deployment mentioned are directed to a behavioral change that includes preparation of leadership, aligned with the organization's strategy, which needs to be deployed to all areas. Also featured are the stages of implementation and attempts to institutionalize the environment provided by the principles of lean manufacturing. It concludes with the identification of categories of analysis for the changes arising from the aforementioned deployment.

Project Mi-Net - An Inter-Organizational E-Business Adoption Study

2011 ◽  
pp. 387-405
Author(s):  
Pankaj Bagri ◽  
L. S. Murty ◽  
T. R. Madanmohan ◽  
Rajendra K. Bandi
Keyword(s):  
Change Management ◽  
Management Practices ◽  
Implementation Process ◽  
Adoption Study ◽  
Business System ◽  
Adoption And Implementation ◽  
Value Propositions

This case study chronicles the adoption and implementation of an inter-organizational, e-business system by a FMCG organization in India. The focus of the case is on understanding the implementation process and the extent of proactive change management practices employed by the organization. The case brings out issues like the importance of building value propositions to attract the stakeholders, and providing the requisite training and incentives to commit them to the system.

scholarly journals Bharat Petroleum Corporation Limited (BPCL)

2002 ◽  
Vol 27 (3) ◽  
pp. 45-58
Author(s):  
Anand Teltumbde ◽  
Arabinda Tripathy ◽  
Amiya K Sahu
Keyword(s):  
Customer Satisfaction ◽  
Change Management ◽  
Customer Service ◽  
Learning Organization ◽  
Enterprise Resource Planning ◽  
Implementation Process ◽  
Major Change ◽  
Resource Planning ◽  
Work Culture ◽  
Change Initiative

Bharat Petroleum Corporation Limited (BPCL) embarked upon a major change initiative towards the end of 1996. It planned an enterprise-wide integration through Enterprise Resource Planning (ERP). The objectives were to remain competitive through improved customer service and customer satisfaction and to transform the company into a Learning Organization. The case highlights the process and challenges faced by BPCL in successfully implementing ERP (SAP R/3). The focus of the implementation process was on Change Management where significant change in technology led to a change in the work culture.

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