You understand the need for change management. In fact, you might be at the stage where you have convinced the board and some of your key peers that it is an important element of introducing any organization change — strategy changes, reorganization or digital transformation initiative. But do you understand how mature your organization is? Is your change management strategy even targeting the right things? And what are the next steps to grow your change management capability?
MATURE Project Management: What is it and Why Does it Matter?
Mature Field Management - Halliburton
Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. Our flagship business publication has been defining and informing the senior-management agenda since Our learning programs help organizations accelerate growth by unlocking their people's potential. Much of our work has therefore focused on what makes those 30 percent different. The enduring transformations, like their less-successful counterparts, encounter barriers where performance plateaus or even slips. Instead, they become new beginnings.
Holding a mirror to the management system: How mature is it?
But not all risk strategies are at the same level of maturity. Employees are cognisant of the risk appetite and tolerance of the organisation and understand the relevant risks as part of their actions. They also understand the potential up and downstream implications as part of the product or service value chain.
But Tomas Chamorro-Premuzic, a professor of business psychology at University College London, writes in Harvard Business Review about how the perfect manager is a lot less exciting than you might think. The perfect manager, he writes, is "objective, transparent, unselfish, and apolitical. Instead of stability and prudence, executives look for employees with "flash and vision, and bold displays of confidence. Chamorro-Premuzic says if you need a manager, you should be looking for "boring" people. Competent and well-liked managers have little in common with overachieving, emotionally immature geniuses such as Rockefeller and Jobs.