Initiatives that have an IT solution as their core often fail to appreciate the need for an integrated program of change management. But change management should never be seen as a “bolt-on” with important enterprise-wide projects:
People issues are the primary obstacle to implementing large-scale projects, and are rated higher among companies complaining of failed initiatives than technology and process issues combined.
The best way to ensure that changes to process and work activities really occur is to build change management into the project structure from the outset.
The best way to continue to maintain a high level of executive sponsorship is to continue to engage those ...