Chief Change Officer
Organizations of size and complexity would do well to consider establishing an arrangement where TLIR Group sets up and establishes a critically important business function; that of the Office of the Chief Change Officer.
Once the role is established and operating smoothly, TLIR Group transitions management of the function to client staff and provides ongoing mentoring and coaching to ensure the values and benefits of the Office are maximized on an ongoing basis.
The Chief Change Officer is the fulcrum around which all change, in all forms, revolves. It is not allied to any one business function. Today, virtually all organizations delegate management of change to the CIO/IT function; as history evinces, this is not necessarily the best or wisest way to ensure that change happens as it should – quickly, seamlessly and with maximum value.
The role’s primary duty is to ensure that what is going to change and how it is going to be changed is changed as quickly as possible, that outcomes are as robust as possible and as value laden as possible, that costs are both controlled and minimized as much as possible and that How the change is Envisioned, Planned and Executed has the greatest possible prospect for success.
The role spans all change, by so doing, organizations now have the means to insist and ensure that every project be interlocked and interrelated with all other projects across the enterprise – past, present and future. The scale, scope and variety of opportunities to cut costs, avoid delays, improve quality and boost ROI would be like a torrent pouring down a ten thousand foot gorge, sweeping aside conventional thinking and legacy induced obstructionism.
With a Chief Change Officer at the helm of all change; the following high value will be realized::
1. Organizations that dynamically understand the state and context of all past, all present and all future projects minimize waste, replication, duplication and conflict.
2. Organizations that rigorously insist on full and complete cohesion of all projects constrain and even eliminate unworthy, unneeded and/or unsanctioned projects.
3. Organizations that constantly assess the progress and outcomes of all projects know - what worked, what didn’t, what can be reused, what should be stopped and what should be rethought; thereby improving the performance of each and every project while minimizing risk to the organization.
4. Organizations that nimbly balance multiple project pressures and priorities avoid the all too common issues of negative receptivity for change or change saturation
If you still need to be convinced why the role is the ‘missing link’, why corporate transformation / business improvement initiatives suffer greatly due to the absence of the role and why very significant value propositions for the organization as a whole remain unrealized – take the time to schedule a private conversation with John Bolden, TLIR Founder & Principal Consultant, today.
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