September 28, 2010
As change practitioners, we spend a lot of time refining what we do and how we do it. In the process, however, we should be careful not to lose sight of the “why” of our work.
Why are we so motivated—some of us even driven—to engage in this occupation? Without a solid understanding of why we do what we do, there is no passion—no soul in the work.
In this series, I will explore why I feel it is so important to be in the change business, and talk about changes that matter—those undertakings that could make a significant, positive difference in the quality of life (and even protect life itself) if only they could be fully realized.
September 21, 2010
Collectively, businesses spend hundreds of billions of dollars on strategic initiatives each year. The evidence is clear that, when using traditional planning and delivery approaches, each initiative begins with a 70 percent chance of failing. Lack of clarity, poor expression, and inadequate attention toward integrity all contribute to the failures. It doesn’t have to be that way.
An intent architect can explicitly and deliberately manage intent to avoid disappointment and provide the critical starting point for creating transformational results in the organization.
September 16, 2010
Often, after an initiative is installed, a gap exists between what was expected and what was produced. Senior management usually responds with surprise, disappointment, frustration, and/or anxiety. In this post, I describe some of the indicators of poorly orchestrated intent.
September 7, 2010
As practitioners, we sometimes spend more time getting people to change than we do on the change itself. A complete, concise, understandable, and compelling statement of intent is critically important to achieving change success. In this post, I’ll say more about that, and about managing the intent process.