by Mark J. Dawson and Mark L. Jones
Everyone knows the drill: Change is the only constant. Align the trinity of people, processes and technology to strategy. But everyone also knows human behaviour is complex. Organisations don't adapt to change; their people do. But this idiosyncratic human element is overlooked again and again in change projects.
So, how best to manage the process? In this article, authors Mark Dawson and Mark Jones explain "how to implement a change program successfully when dealing with the vagaries of human behaviour".