All the research completed on how to attain lasting, permanent change in any organization is predicated on first concentrating on how to share ownership of the change, no matter how large or small, with those associates most affected by it. Second, there is the critical need for any CEO and his staff to be entirely immersed in the change management programs and strategies of the proposed system, process or procedure for them to succeed (Aguirre, Calderone, Jones, 2004). Third, the introduction of technologies must be specifically designed to allow for process improvement over time, not introduced merely for the convenience of automation but to significantly increase performance of the entire company's processes over time. Only when a company takes on these specific steps will they be successful.
http://www.strategy-business.com/resilience/rr00006
Ann Gilley, Jerry W. Gilley, Heather S. McMillan. (2009). Organizational change: Motivation, communication, and leadership effectiveness. Performance Improvement Quarterly, 21(4), 75. Retrieved March 5, 2009, from ABI/INFORM Global database. (Document ID: 1644932441).
Philip Shum, Liliana Bove, Seigyoung Auh. (2008). Employees' affective commitment to change: The key to successful CRM implementation. European Journal of Marketing, 42(11/12), 1346-1371. Retrieved March 4, 2009, from ABI/INFORM…
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