The poor track record of Change Programs and Change Initiatives within many organisations is well documented and this is due to a wide range of issues.
Change management can be implemented softly and gradually or, vice-versa, swiftly and abruptly. Whether the change is large or small, the ability to manage it is a critical component of high performance. Forte draws upon deep expertise to provide both strategic and operational support in planning and managing change initiatives. Usually a full change management process is much more about full control than agility, though, as Charles Cobb (2011) notes, there is an implicit need to balance control and agility.


Kotter believes that a change management process should be initiated with a specific attention on short term performance in order to minimize the risks associated with the whole process of change.
Put differently, if we disassemble the whole change process into a series of individual procedures and goals, we can then start by the easiest ones and build on the deliverables to move on.
Robert Lussier (2012) clearly illustrates this view when he says that incremental change is like canoeing in calm waters.
By contrast, he adds, coping with a dynamic environment filled with uncertainty and requiring rapid change in order to react to unexpected events is like white-water rafting. In other words, it is a step-by-step roadmap which tantamounts basically to an incremental change process as opposed to a radical change process.


Phillip Howard (2012) says that agile development (or, sensu latu, agile management) is all about speed, responsiveness to change and flexibility. In this case, recognition or celebrating success is perceived as an important part in building support and momentum for change.




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