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Change Management: Concepts and Practice (The Technical Manager's Survival Guides)

Marcus Goncalves
Marcus Goncalves
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ASME Press
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As corporations migrate to a knowledge-centric operation, positioning, planning, leadership, board and executive management support all become crucial. However, change management (CM) most often is not easily plugged into an ROI (return of investment) equation. In addition, these first few years of the twenty-first century have been characterized by an economic downturn not seen since the information-driven economy emerged in the early 1990s, shifting the focus of executive performance to be measured no longer by results only, but by goals as well.

Until recently, the business-critical value of change management investment was all but assumed, and experts on the subject all realized their old assumptions were wrong. Many predicted, and are still predicting, that change management and its derived career paths are doomed to extinction. In fact, during the spring of 2001, CIO magazine commented that change management systems didn't work, in particular due to the fact that no one in the organization would use or support such systems, beginning with upper management. And they were right!

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