The Project is Complete, But Nothing Has Changed? Three Steps to a Successful Change

Thursday 10/27/11 - Ari-Pekka Pekari

	Ari-Pekka Pekari Managing Consultant

Although business changes have become commonplace in companies, most of the strategic change projects are unsuccessful.

– The approach to managing change is not always comprehensive enough, a leading consultant, Ari-Pekka Pekari observes.

– The company might focus too much on sketching organisational boxes while forgetting other perspectives, such as the search for new practices.  Correspondingly, processes might be tightened without fixing the ineffective or haphazard decision-making guiding the processes.

In his article, Mr Pekari presents a comprehensive, three-stage approach, which helps a business of any size or in any industry to drive through a strategic change project with success.

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Six questions to help you work out whether your change initiative will succeed

Tuesday 9/6/11 - Karoliina Vanhanen

	Karoliina Vanhanen Managing Consultant

Two thirds of all change programmes undertaken in companies will fail. Schedules stretch, the budget is exceeded and only some of the objectives are met. The question arises: What can we do to make sure that our project is in the successful one third?

The leading consultant Karoliina Vanhanen prepared a list of six questions to help anyone about to embark on a change programme. Companies can use this list to ensure that their project has a solid starting point and a realistic chance of success.

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From minor mistakes to toxic information

Wednesday 8/24/11 time 10:28 AM - Petri Malmelin and Vesa Lujala

	Petri Malmelin and Vesa Lujala

What do DDT and incorrect data have in common?

They are both toxins that become concentrated, i.e. accumulate,  the former in the food chain, the latter in the corporate information pyramid. The higher up one travels in the chain or pyramid, the higher the toxin concentrations rise, and the more fatal they become.

Petri Malmelin and Vesa Lujala challenge enterprises to think about the correctness and reliability of the information available to management. They examine the origins and reasons for incorrect information and ways of minimizing it.

“These issues call for IT solutions, yet everything must start out with people, education and fact-based measuring. This will deliver measurable benefits long before the first phases of costly IT projects are ready for rollout,” the duo say.

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