Preparing the Organization for Portfolio Management

2017 ◽  
pp. 119-152
Author(s):  
Frank R. Parth
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Portfolio Management ◽  
Management System ◽  
Change Leadership ◽  
Organizational Change Management ◽  
Implementation Team ◽  
Effective Implementation ◽  
The Creation ◽  
Significant Change

This chapter will discuss how to more effectively implement the enterprise portfolio management system (EPMS). In order to be successful in delivering an EPMS that will benefit the organization, the implementation team must understand that they going to make a significant change to how the organization operates, and that any significant change such as this can expect to encounter resistance. Effective implementation requires an understanding of the organization's current problems and priorities, the creation and implementation of the system that will resolve those problems, and preparations to overcome resistance through effective Organizational Change Management (OCM). The implementers must truly be convinced that this effort is going to make a difference to the larger organization and that their dedication and change leadership will make it successful. This chapter will help the implementing team see the benefits of enterprise portfolio management, help them convince others of those benefits, and become the leader in implementing the EPMS.

scholarly journals Fuzzy Evaluation of Change Management Processes in the Context of Enterprise Sustainability

2019 ◽  
Vol 11 (22) ◽  
pp. 6310
Author(s):  
Tetiana Vlasenko ◽  
Anatolii Hatsko ◽  
Tetiana Larina ◽  
Yevhen Hryn ◽  
Dalia Streimikiene ◽  
...  
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Fuzzy Evaluation ◽  
Sustainable Change ◽  
Linguistic Terms ◽  
Organizational Change Management ◽  
Effective Implementation ◽  
Management Processes ◽  
Proposed Model ◽  
Expert Analysis

Enterprise sustainability can only be ensured by taking into account the dynamics of the environment, which requires effective implementation of changes. Organizational change management is seen as the interaction of the groups of processes: direct implementation and the processes of managerial influence on their implementation. The article seeks to develop a framework for evaluation of change management processes based on the fuzzy logics. The expert analysis was carried out to develop fuzzy rules based on the linguistic terms (high, medium, and low). The database of rules for assigning an enterprise to the appropriate level of organizational change management has been developed (243 rules). The proposed model was applied to the case of Ukrainian agricultural machinery companies. The results allowed identifying the bottlenecks for the companies under analysis in seeking sustainable change management.

scholarly journals Organizational Change Management in Higher Education through the Lens of Executive Coaches

2021 ◽  
Vol 11 (6) ◽  
pp. 269
Author(s):  
Dimitrios Vlachopoulos
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Change Management ◽  
Academic Community ◽  
Structured Interviews ◽  
Organizational Change Management ◽  
Executive Coaches ◽  
Leadership In Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).

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