Success in Change. Anabel Houben Carsten Frigge C4 Consulting GmbH. Representative Survey on Success and Failure in Managing Change

Size: px
Start display at page:

Download "Success in Change. Anabel Houben Carsten Frigge C4 Consulting GmbH. Representative Survey on Success and Failure in Managing Change"

Transcription

1 Anabel Houben Carsten Frigge C4 Consulting GmbH Rainer Trinczek Hans J. Pongratz Technical University of Munich Success in Change Representative Survey on Success and Failure in Managing Change Management Summary

2

3 PREFACE 3 Dear reader: For the first time the question on how to manage change successfully was answered in a representative complete survey of all large enterprises in Germany. This management summary provides you with an overview of the most relevant results derived from this broad and unique study. All data generated was analyzed based on scientific measures in empirical social sciences. Thus, the insight resulting from this study by far exceeds common rankings of success factors or factors leading to failure. This study was enabled through the trustworthy collaboration between the Chair of Sociology at the Technical University of Munich and C4 Consulting, a consultancy specializing in the management of large-scale change. This collaboration combines the scientific insight from sociology and psychology with the encompassing practical experience in managing complex change processes. As consultants we have managed numerous change projects in large German groups over the past 10 years. Moreover, we advised the top management of international corporations from more than 30 countries in various change situations. In such projects we co-operate with our international partners from the Global Change Alliance. We were able to contribute our practical and conceptual experience when designing the study at hand. Assumptions on the right management of change vary significantly within corporations. Line management may have a critical view on what is considered common knowledge by Human Resources. The results of this study form the basis for an objective discussion on the right approach in change management. The following pages provide you with a precise overview of the most relevant results of our study. Due to the variety and thoroughness of the results we had to make a selection. Anabel Houben Managing Director C4 Consulting Carsten Frigge Managing Director C4 Consulting

4 4 KEY RESULTS Key Results The survey provides evidence on key questions: When are large-scale changes successful? What are the key reasons for failure? How important are large-scale change processes for enterprises overall? The complete survey was conducted on all German enterprises with more than 1,000 employees subject to social insurance contribution. The top management of large enterprises and leading industrial groups in Germany provided the majority of responses. More than half of the respondents work on an executive level. This means that the managers reporting on their experiences are those who are in charge of large-scale changes. The survey results call for attention: They provide clear evidence that conventional approaches for managing large-scale change are by far not sufficient to ensure success. German enterprises do not systematically minimize the risks associated with change processes, although the targeted change is often crucial for their future prosperity. Change initiatives fail over and over again. At the same time no improved approach for the successful implementation of change is developed. The survey results illustrate that managing large-scale change requires a new way of thinking! The study shows precisely which factors really need to be addressed when managing change. These factors to be considered are soft factors in particular. The necessity to adequately deal with soft factors has repeatedly been mentioned in theory. However, in practice little attention is paid to this insight. The study also proves, for the first time, that dealing with soft factors in an appropriate way significantly improves the success rate of change initiatives. Up until today, executives deny the importance of soft factors for the success of change processes. They rely exclusively on the power of factual changes. This approach is now vitiated by the top managers themselves: they show that only the simultaneous consideration of hard and soft factors is the key to successfully implementing change! An overview on the key findings: 1. When are large-scale successful? Three factors were found essential for the success of change initiatives. Conventional change approaches do not consider these factors in a systematic and holistic way. The factors are: MOTIVATION ORIENTATION CONGRUENCE

5 KEY RESULTS 5 Motivation People s motivation has the strongest influence on the success of large-scale change initiatives. This comes to no surprise. However, in practice hardly any conclusion is drawn from this insight. If people s motivation to change is low the probability of failure for the change project is high. The more eager people are to make the change happen, the higher the success rate. The study results are alarming with regard to the distribution of motivation among the employees: almost half of the employees have withdrawn from changes and the requirements change puts on them, thus tending to be hinderers of change. This group of the non-involved outweighs the group of employees actively driving the change by 100%. If you compare the distribution of motivation to its significance for successful change, it becomes evident that professional change management will have to pay a lot more attention to this matter in the future! Moreover, contrary to conventional perception communicating is an important but by no means sufficient measure to create motivation. Orientation The factor «orientation» is equally important. Orientation has so far been significantly underestimated. In upheaval situations, managers and employees alike require a clear perspective providing safety. People must be enabled to comprehend the rationale for change. They must be reached on a rational as well as an emotional level. Very few managers only assume this important leadership responsibility. The survey shows that executives inability to convey objectives and visions of the change in particular becomes an obstacle to the success of the entire change initiative. The commitment and the unity of the top-management team as well as support from the line management have clearly proven to be the key determinants of change success. The executives experience in dealing with fears and concerns of those employees affected by change are important as well. Congruence «Congruence» refers to the matching of change objectives across various areas of management. So far, little attention has been given to this aspect. The organization s success rests upon the alignment of each of the relevant components (organization, systems, communication, people, and culture). This means that for example not only processes and structures are to be aligned with the change goals but that, depending on the situation, also selection criteria for promotions or new hires, internal communications, or even the entire corporate culture need to be aligned. This is just a selective example for illustration. The usual approach of dealing with those areas of management only, that are considered to be immediately relevant, is insufficient for sustainable change success. Although this insight is evident, it is hardly considered in conventional change approaches.

6 6 KEY RESULTS Organization Structures and Processes Systems Reporting and Controlling Systems Roles and Responsibilities Management Systems IT Systems Culture Values and Norms Corporate Culture Communication People Aligning Communications Decision and Reconciliation Mechanisms Selection Criteria Incentives Selective corporate components that need to be aligned to the change initiative The study results are obvious: soft factors, which in practice are often neglected, are as important as hard factors for the success of large-scale change initiatives. Nevertheless, the hard factors are regularly in the center of the attention. Decisive project management, sufficient financial funds and human resources alone do not guarantee the success of the implementation. These components need to be supplemented by the soft factors (communication, people, culture). The relationship of hard and soft factors in a congruent system of objectives sets the framework for successful change. 2. What are the key reasons for failure? This study provides, for the first time, a representative analysis of the reasons for failure in change initiatives. A closer look reveals a key aspect: the inconsistency of change objectives. Whenever the objectives of change contradict each other the success rate drops significantly.

7 KEY RESULTS 7 The ten key reasons for the failure of large-scale change in German enterprises: Insufficient commitment of the top leadership team 61 % Unclear objectives and visions of the change process 56 % Lack of leaders competence in professionally dealing with people s fears and concerns 56 % Disunity on the top leadership level (no one-voice approach) 56 % Lack of support from the line management 52 % Incomplete or delayed information to the employees 50 % Insufficient support in coping with fears and resistance 46 % Neglect of psychological factors during project planning 43 % Insufficient human resources Lack of trust in communication between employees and management 37 % 36 % Very relevant or essential Influencing factors in order of relevance to success This underlines the importance of psychological factors. 3. How important are large-scale change processes for enterprises overall? The study results show that large-scale change processes are not only relevant in crisis scenarios. They are equally important in times of success. The survey could prove a clear interdependence between economic success and successful management of change. It has been stated repeatedly that changes significantly contribute to the success of a company. However, this study proves: the more successfully large-scale change initiatives are managed in a company, the better the economic performance of this company.

8 8 KEY RESULTS How many change initiatives are successful? The rates of success or failure in change initiatives quoted so far were based on highly selective experiences. This study, on the other hand, analyses for the first time the success rate of change initiatives in Germany based on a representative set of data. Although the rates of success differ among the enterprises surveyed, one aspect becomes evident: for the majority of German companies a fully successful change initiative is the exception: the probability for full success of change is below 20 %. More than one third of all change initiatives are considered a failure or are perceived as hardly successful! This fact poses a high entrepreneurial risk, which little attention was paid to so far. Even more important, it created little consequences in the way of dealing with change. This makes the thorough analysis of factors leading to success or failure even more important. This analysis and the development of effective approaches for change are provided by this survey.

9 PUBLISHERS PROFILE 9 C4 CONSULTING C4 Consulting GmbH was founded in 1997 as the spin-off of a large international consulting firm. The company is located in Duesseldorf. C4 Consulting specializes in combining hard and soft management factors for the entrepreneurial success of its clients. It focuses on the management of change, for example organizational realignments, restructurings, or strategic reorientations, cultural change, and post-merger integrations. C4 consultants work in small, high-caliber teams only. They closely cooperate with the client to develop and implement effective solutions. For quality assurance C4 Consulting works with experienced senior experts only. They command top-management consulting know-how as well as practical experience from line management. The majority of C4 Consulting s work is advisory to the top management of international corporations. Moreover, the consulting firm works for institutions from politics and culture, non-profit organizations as well as major medium-sized companies. C4 Consulting is a member and co-founder of the Global Change Alliance. The members of the Global Change Alliance collaborate on joint principles and approaches. They are located in various countries and are specializing in change management advisory to the top leadership team. The Global Change Alliance is currently represented in China, France, Germany, Great Britain, and the US. (www.globalchangealliance.com) C4 Consulting cooperates with the Chair of Sociology at the Technical University of Munich. This study was enabled through this research cooperation.

10 10 PUBLISHERS PROFILE CHAIR OF SOCIOLOGY TECHNICAL UNIVERSITY OF MUNICH The Chair of Sociology is part of the Department of Economics and Business Administration at the Technical University of Munich (www.wi.tum.de). The department is one of the leading institutions for economics and business administration in Germany (2005 ranking of the CHE Zentrum für Hochschulentwicklung). The department focuses on technology and management in research and education. Innovations result mainly from the interfaces of the academic disciplines. This is where new chances and consequently potential for development and success for enterprises and society develop. The team of the chair conducts its research at the interface of economic and social sciences. A particular focus is on human resources development and organizational development. Innovation is no longer a merely technical process. It is a complex social process which is determined by economic interests, social and entrepreneurial interdependencies, cultural norms, values, and additionally so called soft factors. The chair s research focuses on the influence of soft factors on innovation in enterprises as well as the interrelation of economic and social expertise. Over the past years the Chair of Sociology has conducted empirical research on work schedule models, innovative qualification initiatives, and recent developments in co-determination. Research is conducted in close cooperation with enterprises and institutions of employee representation. An additional focus of the chair is on management sociology, reorganization, and socio-scientific rationalization and technology research. The chair conducts the module Organizational Communication and Change as part of the Executive MBA Communication and Leadership at the Department for Economics and Business Administration (www.communicate-programm.de).

11 11 C4 Consulting GmbH Koenigsallee Duesseldorf Germany Phone: +49 (0) Fax: +49 (0) Content: Carsten Frigge Anabel Houben Chair of Sociology Technical University of Munich Lothstraße Munich Germany Phone: +49 (0) Content: Prof. Dr. Rainer Trinczek Dr. habil. Hans Pongratz C4 Consulting GmbH All rights reserved. Distribution: Price: 950,- EUR plus mailing expenses

12 C4 Consulting GmbH Koenigsallee Duesseldorf Germany Phone: +49 (0) Fax: +49 (0)

Change Management @ EY Managing people and journeys

Change Management @ EY Managing people and journeys Change Management @ EY Managing people and journeys The role of Change Management The main role of Change Management is to lead and support a change process and to define a structured approach to transitioning

More information

QUALITY MANAGEMENT PRINCIPLES

QUALITY MANAGEMENT PRINCIPLES QUALITY MANAGEMENT PRINCIPLES The following text is an integral reproduction of the content of the document "Quality Management Principles". Introduction This document introduces the eight quality management

More information

EIGHT QUALITY MANAGEMENT PRINCIPLES

EIGHT QUALITY MANAGEMENT PRINCIPLES EIGHT QUALITY MANAGEMENT PRINCIPLES Principle 1: Customer focus Organizations depend on their customers and therefore should understand current and future customer needs,

More information

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing

More information

EXECUTIVE SEARCH, INTERIM MANAGEMENT, NON-EXECUTIVE DIRECTORS & CONSULTING

EXECUTIVE SEARCH, INTERIM MANAGEMENT, NON-EXECUTIVE DIRECTORS & CONSULTING EXECUTIVE SEARCH, INTERIM MANAGEMENT, NON-EXECUTIVE DIRECTORS & CONSULTING division one FACTS & FIGURES With offices in Stuttgart, Munich and Dusseldorf along with our 43 ENEX partner offices all over

More information

at Cologne Business School

at Cologne Business School www.cbs.de/en MBA and EMBA Programmes at Cologne Business School Academic excellence Cologne Business School Who we are The Hallmarks of a CBS Education CBS offrers students a rigorous and forward-minded

More information

Executive Master Program Financial Engineering. Technology + Management

Executive Master Program Financial Engineering. Technology + Management Executive Master Program Financial Engineering Technology + Management KIT University of the State of Baden-Wuerttemberg and National Research Center of the Helmholtz Association Accredited by Keyfacts

More information

Holger Sommerfeld: Developing a new management approach by combining risk management and controlling as a change management process

Holger Sommerfeld: Developing a new management approach by combining risk management and controlling as a change management process Holger Sommerfeld: Developing a new management approach by combining risk management and controlling as a change management process 0. Reasoning Why? Following the period after Lehman s collapse a lot

More information

Quality management principles

Quality management principles Quality management principles The following text is an integral reproduction of the content of the document "Quality Management Principles" * Introduction This document introduces the eight quality management

More information

FOCUS ON IT-ENABLED CHANGE ST. GALLEN S MASTER OF BUSINESS ENGINEERING PROGRAM

FOCUS ON IT-ENABLED CHANGE ST. GALLEN S MASTER OF BUSINESS ENGINEERING PROGRAM FOCUS ON IT-ENABLED CHANGE ST. GALLEN S MASTER OF BUSINESS ENGINEERING PROGRAM Robert Winter Institute of Information Management and Master of Business Engineering Program, University of St. Gallen Mail:

More information

Changing the rules of the game - a systematic approach for influencing corporate knowledge behavior

Changing the rules of the game - a systematic approach for influencing corporate knowledge behavior Changing the rules of the game - a systematic approach for influencing corporate knowledge behavior Jukka Alvesalo, Martin Hurter, Ursula Schweighart Arthur D. Little (Switzerland), Ltd Seestrasse 185

More information

Quality management principles

Quality management principles Quality management principles Introduction This document introduces the eight quality management principles on which the quality management system standards of the ISO 9000 series are based. These principles

More information

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,

More information

ASSESSMENT CENTER FOR IDENTIFYING POTENTIAL PROJECT MANAGERS: A CHANCE FOR SYSTEMATIC HUMAN RESOURCE DEVELOPMENT

ASSESSMENT CENTER FOR IDENTIFYING POTENTIAL PROJECT MANAGERS: A CHANCE FOR SYSTEMATIC HUMAN RESOURCE DEVELOPMENT ASSESSMENT CENTER FOR IDENTIFYING POTENTIAL PROJECT MANAGERS: A CHANCE FOR SYSTEMATIC HUMAN RESOURCE DEVELOPMENT Dipl. Psych. Ingo Heyn, ALLIANZ LEBENSVERSICHERUNGS-AG, Germany, 1999 Paper for the 6th

More information

PIRONET NDH AG: Fast and Smooth Carve-Out by Using SAP Landscape Transformation Software

PIRONET NDH AG: Fast and Smooth Carve-Out by Using SAP Landscape Transformation Software 2013 SAP AG or an SAP affiliate company. All rights reserved. Picture Credit Pironet NDH AG, Cologne, Germany. Used with permission. PIRONET NDH AG: Fast and Smooth Carve-Out by Using SAP Landscape Transformation

More information

Pathways out of Insolvency

Pathways out of Insolvency Going Concern and Turnaround Process of Insolvent Small and Medium Sized Enterprises Dr. Markus Imgrund Horváth & Partners Management Consultants Bibergasse 15 1010 Vienna Austria Phone: +43-(0)699-14

More information

Crucial development areas for organizations and how to succeed in them. Leadership Development & Coaching

Crucial development areas for organizations and how to succeed in them. Leadership Development & Coaching INNONews Crucial development areas for organizations and how to succeed in them Innotiimi newsletter 2010 Leadership Development & Coaching Change Team Innovation Meaningful Meetings Global Challenges

More information

The challenge of reducing non-revenue water by implementing the change management index A first comparative assessment in four development countries

The challenge of reducing non-revenue water by implementing the change management index A first comparative assessment in four development countries The challenge of reducing non-revenue water by implementing the change management index A first comparative assessment in four development countries Monika Konatar*, Matthias Hitzel** * Human Resource

More information

Talent & Organization. Change Management. Driving successful change and creating a more agile organization

Talent & Organization. Change Management. Driving successful change and creating a more agile organization Talent & Organization Change Management Driving successful change and creating a more agile organization 2 Organizations in both the private and public sectors face unprecedented challenges in today s

More information

The Umbrella Concept. Results of the SME and Start-up Survey 2012. Prof. Dr. R.-Dieter Reineke Andrew Mpeqa, MSc, MA Michael Sitte, MSc, MA

The Umbrella Concept. Results of the SME and Start-up Survey 2012. Prof. Dr. R.-Dieter Reineke Andrew Mpeqa, MSc, MA Michael Sitte, MSc, MA The Umbrella Concept Results of the SME and Start-up Survey 2012 Prof. Dr. R.-Dieter Reineke Andrew Mpeqa, MSc, MA Michael Sitte, MSc, MA Institut für Unternehmensführung Olten, November 2012 Agenda THE

More information

WHAT CAN BE MEASURED, CAN BE IMPROVED

WHAT CAN BE MEASURED, CAN BE IMPROVED WHAT CAN BE MEASURED, CAN BE IMPROVED TAKING A CLOSER LOOK AT YOUR CANDIDATE RECRUITING EXPERIENCE MARIA ROSPLOCH AND THOMAS F. KAMINSKY /02 the nearest exit In an ever-increasing struggle to secure top

More information

ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION

ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION 1.0 Introduction ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION This document provides an understanding of the Quality Management Principles that will facilitate a successful

More information

Executive Brief. Best Practices for Software Selection. Best Practices for Software Selection. July 2013. #1 Structured Selection Methodology

Executive Brief. Best Practices for Software Selection. Best Practices for Software Selection. July 2013. #1 Structured Selection Methodology Executive Brief Best Practices for Software Selection July 2013 In today s rapidly evolving organization climate a paradigm shift is beginning to unfold. The lowering of deployment obstacles for organizations

More information

Competencies for Sustainability Consultants A Moving Target in a Changing World By Linda Lovett

Competencies for Sustainability Consultants A Moving Target in a Changing World By Linda Lovett October 2012 Early this year, the International Society of Sustainability Professionals (ISSP) collaborated with New York City-based research, advisory and consulting firm Green Research on its 2012 survey

More information

MBA AND EMBA PROGRAMMES AT COLOGNE BUSINESS SCHOOL

MBA AND EMBA PROGRAMMES AT COLOGNE BUSINESS SCHOOL WWW.CBS.DE/EN MBA AND EMBA PROGRAMMES AT COLOGNE BUSINESS SCHOOL ACADEMIC EXCELLENCE COLOGNE BUSINESS SCHOOL WHO WE ARE COLOGNE BUSINESS SCHOOL Since opening its doors in 1993, the Cologne Business School

More information

PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ

PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ Authors: Workplace: Assoc. Prof. Jarmila Šalgovičová, PhD., Prof. Matej Bílý, DrSC.* Institute of

More information

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,

More information

STRATEGY DIRECTIVE (MA 208-2) 6. 3 STEPS OF TICHY FOR CHANGE IN ORGANIZATIONS

STRATEGY DIRECTIVE (MA 208-2) 6. 3 STEPS OF TICHY FOR CHANGE IN ORGANIZATIONS STRATEGY DIRECTIVE (MA 208-2) 6. 3 STEPS OF TICHY FOR CHANGE IN ORGANIZATIONS 6.2 Analysis of the Three Systems Change has become a way of life in America and within the diagnostic model, changes exist

More information

Development, Acquisition, Implementation, and Maintenance of Application Systems

Development, Acquisition, Implementation, and Maintenance of Application Systems Development, Acquisition, Implementation, and Maintenance of Application Systems Part of a series of notes to help Centers review their own Center internal management processes from the point of view of

More information

GLOBAL EXECUTIVE MBA ELECTIVE COURSES

GLOBAL EXECUTIVE MBA ELECTIVE COURSES GLOBAL EXECUTIVE MBA ELECTIVE COURSES The Elective Courses allow you to go deeper into some of the disciplines covered in the Core Courses and a few new areas, depending on your personal interests. Choose

More information

» HR 4 HR. Kienbaum Management Consultants. Professionalizing HR functions through competence development and more attractive career prospects

» HR 4 HR. Kienbaum Management Consultants. Professionalizing HR functions through competence development and more attractive career prospects Kienbaum Management Consultants» HR 4 HR Professionalizing HR functions through competence development and more attractive career prospects Kienbaum Study 2014 1 This study was produced in cooperation

More information

Mannheim Executive MBA

Mannheim Executive MBA Mannheim Executive MBA Expect the Best You are well-educated and can already look back on a successful career? Do you want to take the next step? In that case, the Mannheim Executive MBA is the right choice

More information

S O S ... _... _... Assessing Nonprofit Leadership Crises and Finding the Way Forward BWB SOLUTIONS

S O S ... _... _... Assessing Nonprofit Leadership Crises and Finding the Way Forward BWB SOLUTIONS S O S... _...... _......... Assessing Nonprofit Leadership Crises and Finding the Way Forward BWB SOLUTIONS S O S: Assessing Nonprofit Leadership Crises and Finding the Way Forward Over the past few years,

More information

OPPORTUNITY PROFILE. Associate Dean Executive Education

OPPORTUNITY PROFILE. Associate Dean Executive Education OPPORTUNITY PROFILE Associate Dean Executive Education THE ORGANIZATION - ALBERTA SCHOOL OF BUSINESS EXECUTIVE EDUCATION The Alberta School of Business is one of the world s leading institutions in business

More information

Danube Professional MBA Aviation

Danube Professional MBA Aviation MBA Danube Professional MBA Aviation Master of Business Administration 4 semesters, part time www.mba-krems.at Take Off to Your Future Career Aviation is one the most dynamic and fascinating global industries,

More information

Master Program. Family Business Management (M.Sc.)

Master Program. Family Business Management (M.Sc.) HEALTH ECONOMICS CULTURE Master Program Family Business Management (M.Sc.) Learning how to manage a family business It is not just a job to lead a family business. It is almost a philosophy. An entrepreneur

More information

APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values.

APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. APPENDIX I Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. Identify the underlying priorities that should guide decisions about performance.

More information

SERVICE QUALITY MANAGEMENT THROUGH CUSTOMER ORIENTATION

SERVICE QUALITY MANAGEMENT THROUGH CUSTOMER ORIENTATION SERVICE QUALITY MANAGEMENT THROUGH CUSTOMER ORIENTATION Teaching Assistant PhD Student Larisa Dragolea 1Decembrie 1918 University of Alba Iulia, e- mail: larisadragolea@yahoo.com Economist, Engineer PhD

More information

SUBJECT-SPECIFIC CRITERIA

SUBJECT-SPECIFIC CRITERIA SUBJECT-SPECIFIC CRITERIA Relating to the accreditation of Bachelor s and Master s degree programmes in industrial engineering (as of 09 December 2011) The following specifications complement the ASIIN

More information

october 2008 4 semester, parttime Master of Business Administration International Business Management Consulting (IBMC)

october 2008 4 semester, parttime Master of Business Administration International Business Management Consulting (IBMC) october 2008 4 semester, parttime Master of Business Administration International Business Management Consulting (IBMC) 2 Master of Business Administration International Business Management Consulting

More information

Training course in Service Engineering

Training course in Service Engineering Training course in Service Engineering The importance of the service sector The importance of the service sector in the global economy has increased significantly in recent years. Services make up about

More information

POST-MERGER INTEGRATION

POST-MERGER INTEGRATION POINT OF VIEW More than ever, corporations face the challenge of delivering maximum value and embedding change throughout the entire organization In a world characterized by increased mergers and acquisitions,

More information

PERFORMANCE MEASUREMENT TOOLS IN BUSINESS PROCESS MANAGEMENT A CONTEMPORARY APPROACH

PERFORMANCE MEASUREMENT TOOLS IN BUSINESS PROCESS MANAGEMENT A CONTEMPORARY APPROACH PERFORMANCE MEASUREMENT TOOLS IN BUSINESS PROCESS MANAGEMENT A CONTEMPORARY APPROACH Associate Professor PhD. VERONICA ADRIANA POPESCU 1, Professor PhD. GHEORGHE N. POPESCU 2, Lecturer PhD. Cristina Raluca

More information

ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc.

ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc. ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc. "... the number-one-selling organizational behavior (OB) textbook in the United States

More information

BUSINESS PROCESS REENGINEERING ON SME s: EVIDENCE FROM ROMANIAN SME S. Andrei Ionuţ ŞERBAN 1

BUSINESS PROCESS REENGINEERING ON SME s: EVIDENCE FROM ROMANIAN SME S. Andrei Ionuţ ŞERBAN 1 BUSINESS PROCESS REENGINEERING ON SME s: EVIDENCE FROM ROMANIAN SME S Andrei Ionuţ ŞERBAN 1 ABSTRACT In many countries, small and medium enterprises (SMEs) have played an important role in the economic

More information

Chapter 2 Literature Review

Chapter 2 Literature Review Chapter 2 Literature Review Abstract This chapter systematically reviews the literature on business incubators and business incubation. Focusing on the primary research orientations i.e. studies centering

More information

Project, Program & Portfolio Management Help Leading Firms Deliver Value

Project, Program & Portfolio Management Help Leading Firms Deliver Value in collaboration with Project, Program & Portfolio Help Leading Firms Deliver Value Managing Effectively & Efficiently Through an Enterprise PMO Program & Portfolio : Aligning IT Capabilities with Business

More information

CASE STUDY TRAINING OUTSOURCED PARTNERS THROUGHOUT ASIA FOR A GLOBAL TECHNOLOGY COMPANY

CASE STUDY TRAINING OUTSOURCED PARTNERS THROUGHOUT ASIA FOR A GLOBAL TECHNOLOGY COMPANY CASE STUDY TRAINING OUTSOURCED PARTNERS THROUGHOUT ASIA FOR A GLOBAL TECHNOLOGY COMPANY The Business Need Our client, one of the world s largest technology and human networking companies, underwent a major

More information

Identity and Access Management. Gain agility through IAM.

Identity and Access Management. Gain agility through IAM. Identity and Access Management. Gain agility through IAM. From safeguarding individual business processes to shaping complex supply chains. 2 3 Flexible and efficient business processes set benchmarks

More information

ON-BOARDING WITH BPM. Human Resources Business Process Management Solutions WHITE PAPER. ocurements solutions for financial managers

ON-BOARDING WITH BPM. Human Resources Business Process Management Solutions WHITE PAPER. ocurements solutions for financial managers ocurements solutions for financial managers 1 WHITE PAPER ON-BOARDING WITH BPM Human Resources Business Process Management Solutions BonitaSoft democratizes business process management (BPM) by bringing

More information

ARE ENTREPRENEURS BORN OR MADE? AMWAY GLOBAL ENTREPRENEURSHIP REPORT ITALY AND UNITED STATES IN COMPARISON

ARE ENTREPRENEURS BORN OR MADE? AMWAY GLOBAL ENTREPRENEURSHIP REPORT ITALY AND UNITED STATES IN COMPARISON ARE ENTREPRENEURS BORN OR MADE? AMWAY GLOBAL ENTREPRENEURSHIP REPORT AND UNITED STATES IN COMPARISON INTRO AND OBJECTIVES SURVEY DESIGN Fieldwork: April July 2014 Sample: 43.902 men and women aged 14-99

More information

Sales & Marketing Alignment Benchmarks, Insights & Advice

Sales & Marketing Alignment Benchmarks, Insights & Advice Benchmarking Report Sales & Marketing Alignment Benchmarks, Insights & Advice Statistically Significant Findings from 550 Survey Responses in June 2013 Sponsored By: 2013 Demand Metric Research Corporation.

More information

IDC MarketScape: Worldwide Digital Enterprise Strategy Consulting Services 2015 Vendor Assessment

IDC MarketScape: Worldwide Digital Enterprise Strategy Consulting Services 2015 Vendor Assessment IDC MarketScape IDC MarketScape: Worldwide Digital Enterprise Strategy Consulting Services 2015 Vendor Assessment Cushing Anderson Mette Ahorlu THIS IDC MARKETSCAPE EXCERPT FEATURES PWC IDC MARKETSCAPE

More information

MODERNIZING IT PLATFORMS SUCCESSFULLY HOW PLATFORM RENEWAL PROJECTS CREATE VALUE

MODERNIZING IT PLATFORMS SUCCESSFULLY HOW PLATFORM RENEWAL PROJECTS CREATE VALUE MODERNIZING IT PLATFORMS SUCCESSFULLY HOW PLATFORM RENEWAL PROJECTS CREATE VALUE INTRODUCTION The machinery and plant engineering industry is under pressure to transform. Globalization, new competitors,

More information

Squeezing Budgets: Cutting Costs or Cutting Business?

Squeezing Budgets: Cutting Costs or Cutting Business? Little Book of Business Impact: Costs Squeezing Budgets: Cutting Costs or Cutting Business? A must-read for IT decision-makers and IT finance controllers 2 Contents Why read this guide?...4 The cost of

More information

Cotrugli MBA & Executive MBA outline

Cotrugli MBA & Executive MBA outline Cotrugli MBA & Executive MBA outline COTRUGLI MBA programs are not only an investment in knowledge, information and networks, nor are they just an investment in career advancement. Our MBA programs inspire

More information

Brief Description of the Master Study Program Psychology: Human Performance in Socio-Technical Systems (HPSTS)

Brief Description of the Master Study Program Psychology: Human Performance in Socio-Technical Systems (HPSTS) TU Dresden Faculty of Science Department of Psychology Brief Description of the Master Study Program Psychology: Human Performance in Socio-Technical Systems (HPSTS) 1 Objectives, Contents, and Structure

More information

US ONSHORING OFFERS SUPERIOR EFFECTIVENESS OVER OFFSHORE FOR CRM IMPLEMENTATIONS

US ONSHORING OFFERS SUPERIOR EFFECTIVENESS OVER OFFSHORE FOR CRM IMPLEMENTATIONS US ONSHORING OFFERS SUPERIOR EFFECTIVENESS OVER OFFSHORE FOR CRM IMPLEMENTATIONS Whitepaper Eagle Creek Software Services March 2015 Introduction CRM services are shifting from a focus on point solution

More information

PAGE 1 PROJECT MANAGEMENT COMPETENCE CENTER SETTING MILESTONES PMCC CONSULTING

PAGE 1 PROJECT MANAGEMENT COMPETENCE CENTER SETTING MILESTONES PMCC CONSULTING COMPETENCE CENTER PAGE 1 SETTING MILESTONES PMCC CONSULTING PAGE 2 COMPETENCE CENTER SETTING MILESTONES PMCC CONSULTING PAGE 4 PMCC CONSULTING PMCC CONSULTING The ability to professionally manage strategies,

More information

BoardroomBasics. Knowledge Resources for Health Care Governance Effectiveness

BoardroomBasics. Knowledge Resources for Health Care Governance Effectiveness BoardroomBasics Knowledge Resources for Health Care Governance Effectiveness Overview of Board Roles and Responsibilities INSIDE Major Board Functions 1 A Visionary Board 3 Eligibility Criteria 5 Bibliography

More information

ENTERPRISE RISK MANAGEMENT SURVEY. 2013 RIMS Enterprise Risk Management (ERM) Survey SPONSORED BY:

ENTERPRISE RISK MANAGEMENT SURVEY. 2013 RIMS Enterprise Risk Management (ERM) Survey SPONSORED BY: t RIMS2013 ENTERPRISE RISK MANAGEMENT SURVEY 2013 RIMS Enterprise Risk Management (ERM) Survey SPONSORED BY: Administered by: Advisen Ltd. Zurich Authored by: RIMS and Advisen Ltd. Publishers: Mary Roth,

More information

White Paper Resource Management Across IT

White Paper Resource Management Across IT Resource Management Across IT How Better Resource Management Enables Better IT Execution Resource Management Across IT Once IT achieves consistent success with resource management, improved tools and processes

More information

Executive Master Program Service Management & Engineering

Executive Master Program Service Management & Engineering Executive Master Program Service Management & Engineering Technology + Management KIT University of the State of Baden-Wuerttemberg and National Research Center of the Helmholtz Association Accredited

More information

ARCHITECTURE IN TOURISM

ARCHITECTURE IN TOURISM BUNDESMINISTERIUM FÜR WIRTSCHAFT UND ARBEIT BUNDESMINISTER IUM FÜR WIRTSCHAFT UND ARBEIT BUNDESMINISTERIUM FÜR WIRTSCH AFT UND ARBEIT BUNDESMINISTERIUM FÜR WIRTS CHAFT UNDARB EIT NDESMI NISTERIUM FÜR WIRTSCHAFT

More information

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com EXECUTIVE INSIGHTS Knowledge Transfer Enables Enterprise Performance Michael Brennan INTRODUCTION

More information

Develop «D» Execution & Change Management

Develop «D» Execution & Change Management Develop «D» Execution & Change Management Dr. Abdurrahman Baş Fall 2013 www.abdurrahmanbas.com Contents Three Core Processes of Execution Forces for Change Principles of Change Five Activities Contributing

More information

Organizational Behavior and Organizational Change Organizational Culture. Roger N. Nagel Senior Fellow & Wagner Professor.

Organizational Behavior and Organizational Change Organizational Culture. Roger N. Nagel Senior Fellow & Wagner Professor. Organizational Behavior and Organizational Change Organizational Culture Roger N. Nagel Senior Fellow & Wagner Professor 1 Topics This Presentation Organizational Culture Characteristics 1. Innovation

More information

Executive MBA Compliance & Corporate Governance

Executive MBA Compliance & Corporate Governance Constance University of Applied Sciences Ingolstadt University of Applied Sciences Beijing Institute of Technology Executive MBA Compliance & Corporate Governance Executive MBA Compliance & Corporate Governance

More information

Are European companies ready for customer centricity?

Are European companies ready for customer centricity? EXECUTIVE SUMMARY Are European companies ready for customer centricity? In collaboration with MV2 Conseil Delivering Transformation. Together. Contents 3 Introduction 4 Objectives and methodology 5 10

More information

Change Management. Objectives. 8 Steps of Change. Change Management: How To Achieve A Culture Of Safety. TeamSTEPPS 06.1 Change Management

Change Management. Objectives. 8 Steps of Change. Change Management: How To Achieve A Culture Of Safety. TeamSTEPPS 06.1 Change Management : How To Achieve A Culture Of Safety Objectives Identify and discuss the Eight Steps of Describe the actions required to set the stage for organizational change Identify ways to empower team members to

More information

Appendix A. Higher Education Program Masters Higher Education Administrator Evaluation Rubric

Appendix A. Higher Education Program Masters Higher Education Administrator Evaluation Rubric Appendix A Higher Education Program Masters Higher Education Administrator Evaluation Rubric Program Objective: Understanding the importance of equity and social justice, graduates of the Masters in Higher

More information

The Changing Nature of Leadership in Law Firms

The Changing Nature of Leadership in Law Firms By: Roland B. Smith Paul Bennett Marrow DEFINING LEADERSHIP WITHIN LAW FIRMS In discussions with lawyer-leaders, we have found a lack of consensus and clarity about the definition of leadership and the

More information

Take the Sting Out of the 360 Degree Feedback Process

Take the Sting Out of the 360 Degree Feedback Process Blog Carmen Klann Take the Sting Out of the 360 Degree Feedback Process Everybody agrees with the statement that constructive feedback is very worthwhile and tremendously crucial for every individual and

More information

Running Head: 360 DEGREE FEEDBACK 1. Leadership Skill Assessment: 360 Degree Feedback. Cheryl J. Servis. Virginia Commonwealth University

Running Head: 360 DEGREE FEEDBACK 1. Leadership Skill Assessment: 360 Degree Feedback. Cheryl J. Servis. Virginia Commonwealth University Running Head: 360 DEGREE FEEDBACK 1 Leadership Skill Assessment: 360 Degree Feedback Cheryl J. Servis Virginia Commonwealth University 360 DEGREE FEEDBACK 2 Leadership Skill Assessment: 360 Degree Feedback

More information

Managing effective sourcing teams

Managing effective sourcing teams Viewpoint Managing effective sourcing teams Boudewijn Driedonks & Prof. Dr. Arjan van Weele Richard Olofsson Bart van Overbeeke Today, international cross-functional sourcing teams are the standard in

More information

Fact sheet - University of Mannheim

Fact sheet - University of Mannheim Fact sheet - University of Mannheim April 09 Profile: One of the leading universities in Germany This is proven by the fact that the university is the smallest research university to be awarded the national

More information

Short Report. Research and development project Communicating the concept of ecosystem services on the basis of the TEEB study

Short Report. Research and development project Communicating the concept of ecosystem services on the basis of the TEEB study Short Report Research and development project Communicating the concept of ecosystem services on the basis of the TEEB study Researcher: Project time: Helmholtz Centre for Environmental Research UFZ August

More information

FIXING PROJECT MANAGEMENT: A MUST-HAVE

FIXING PROJECT MANAGEMENT: A MUST-HAVE FIXING PROJECT MANAGEMENT: A MUST-HAVE Consistent Standards are Key to Multi-Vendor Operating Models By Michelle Mack, Principal Consultant www.isg-one.com INTRODUCTION Today s complex multi-source operating

More information

Entrepreneurial Design Thinking A New Methodology for Scientific Entrepreneurship

Entrepreneurial Design Thinking A New Methodology for Scientific Entrepreneurship Entrepreneurial Design Thinking A New Methodology for Scientific Entrepreneurship Harald F.O. von Kortzfleisch*, Ilias Mokanis*, Philipp Magin* & Michel Bernasconi** * University of Koblenz-Landau, Germany

More information

Working Paper Series of the German Data Forum (RatSWD)

Working Paper Series of the German Data Forum (RatSWD) Working Paper Series of the German Data Forum (RatSWD) The RatSWD Working Papers series was launched at the end of 2007. Since 2009, the series has been publishing exclusively conceptual and historical

More information

Summary Ph.D. thesis Fredo Schotanus Horizontal cooperative purchasing

Summary Ph.D. thesis Fredo Schotanus Horizontal cooperative purchasing Summary Ph.D. thesis Fredo Schotanus Horizontal cooperative purchasing Purchasing in groups is a concept that is becoming increasingly popular in both the private and public sector. Often, the advantages

More information

Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists

Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists 1 Cost Reduction and Cost Containment Initiatives: Not an All or Nothing Value Proposition By Gary Friedman, President, Cost Containment Specialists Troubling economic times require attention to the basics:

More information

Organizational Culture Why Does It Matter?

Organizational Culture Why Does It Matter? Organizational Culture Why Does It Matter? Presented to the Symposium on International Safeguards International Atomic Energy Agency Vienna, Austria November 3, 2010 IAEA-CN-184/315 Kenneth Desson Pentor

More information

Bachelor of Arts in Leadership

Bachelor of Arts in Leadership Bachelor of Arts in Leadership LEAD ON A NEW LEVEL You work hard, but now you re ready for something more. A promotion, a new way to approach your work, or a new career altogether. You re ready to take

More information

Enterprise Architecture Assessment Guide

Enterprise Architecture Assessment Guide Enterprise Architecture Assessment Guide Editorial Writer: J. Schekkerman Version 2.2 2006 Preface An enterprise architecture (EA) establishes the organization-wide roadmap to achieve an organization s

More information

German-UAE. College of Logistics, Abu Dhabi. at Higher Colleges of Technology. Deutsch-Emiratische Hochschule für Logistik, Abu Dhabi

German-UAE. College of Logistics, Abu Dhabi. at Higher Colleges of Technology. Deutsch-Emiratische Hochschule für Logistik, Abu Dhabi German-UAE College of Logistics, at Higher Colleges of Technology Deutsch-Emiratische Hochschule für Logistik, Logistics is a pioneer of globalisation. All globally operating enterprises have a demand

More information

Executive Master Program Production & Operations Management

Executive Master Program Production & Operations Management Executive Master Program Production & Operations Management Technology + Management KIT University of the State of Baden-Wuerttemberg and National Research Center of the Helmholtz Association Accredited

More information

Institutionalizing the Catholic Identity a German Thought. by Bernd H. Mühlbauer*

Institutionalizing the Catholic Identity a German Thought. by Bernd H. Mühlbauer* Institutionalizing the Catholic Identity a German Thought by Bernd H. Mühlbauer* The Catholic Identity of Catholic Healthcare Institutions: Challenges and Opportunities within Germany and the United States

More information

Integrating SAP and non-sap data for comprehensive Business Intelligence

Integrating SAP and non-sap data for comprehensive Business Intelligence WHITE PAPER Integrating SAP and non-sap data for comprehensive Business Intelligence www.barc.de/en Business Application Research Center 2 Integrating SAP and non-sap data Authors Timm Grosser Senior Analyst

More information

Reform of In-Court Restructurings in Germany New Options and Implications for Creditors, Debtors and Shareholders

Reform of In-Court Restructurings in Germany New Options and Implications for Creditors, Debtors and Shareholders BANKRUPTCY & REORGANIZATION/FINANCE CLIENT PUBLICATION March 2012... Reform of In-Court Restructurings in Germany New Options and Implications for Creditors, Debtors and Shareholders... With effect as

More information

Enterprise Architecture: A Governance Framework

Enterprise Architecture: A Governance Framework Enterprise Architecture: A Governance Framework Part II: Making Enterprise Architecture Work within the Organization Sohel Aziz, Thomas Obitz, Reva Modi and Santonu Sarkar These whitepapers are related

More information

This historical document is derived from a 1990 APA presidential task force (revised in 1997).

This historical document is derived from a 1990 APA presidential task force (revised in 1997). LEARNER-CENTERED PSYCHOLOGICAL PRINCIPLES: A Framework for School Reform & Redesign TABLE OF CONTENTS: Background Learner-Centered Principles Prepared by the Learner-Centered Principles Work Group of the

More information

THE OVERALL STRATEGIC OBJECTIVE OF SOCIAL AND ECONOMIC DEVELOPMENT OF THE INDUSTRY IN UKRAINE

THE OVERALL STRATEGIC OBJECTIVE OF SOCIAL AND ECONOMIC DEVELOPMENT OF THE INDUSTRY IN UKRAINE Issue 2. 2012 УДК 354:65.014.1.477 Sergiy Matiyko, Ph.D. in Public Administration, Melitopol Institute of Public and Municipal Administration of the «Classical Private University» THE OVERALL STRATEGIC

More information

The Magic Quadrant Framework

The Magic Quadrant Framework Markets, B. Eisenfeld, F. Karamouzis Research Note 14 November 2002 Americas CRM ESPs: 2003 Magic Quadrant Criteria Gartner has developed high-level evaluation criteria for the 2003 Americas customer relationship

More information

pm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS

pm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS pm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage

More information

PERFECTION IN DETAIL. WORKING CAPITAL MANAGEMENT

PERFECTION IN DETAIL. WORKING CAPITAL MANAGEMENT 9 PERFECTION IN DETAIL. WORKING CAPITAL MANAGEMENT 2 3 COGON WORKING CAPITAL MANAGEMENT GET MORE OUT OF YOUR IN-HOUSE RESOURCES AND SUSTAINABLY STRENGTHEN YOUR PROCESSES! The key to successfully managing

More information

A comprehensive strategy for successful data center consolidation

A comprehensive strategy for successful data center consolidation Experience the commitment WHITE PAPER A comprehensive strategy for successful data center consolidation To mitigate risk and maximize the benefits of data center consolidation, state and local governments

More information

Knowledge Transfer Campaign

Knowledge Transfer Campaign 1 Knowledge Transfer Campaign A Concept Note Civil Service Bureau of Georgia Civil Service Reform and Development Department 2 Knowledge Transfer Campaign in Public Agencies of Georgia Aim of the KTC Knowledge

More information

Quality Management Principles and Guidelines on their Application

Quality Management Principles and Guidelines on their Application Document: ISO/TC 176/SC 2/N 376 Secretariat of ISO/TC 176/SC 2 Our ref: 97/402545 Date: 30 June 1997 To the Members of ISO/TC 176/SC 2 - Quality Management and Quality Assurance/ Quality Systems (TC176/SC2/WG15/N133)

More information

Stakeholder Analysis: The Key to Balanced Performance Measures

Stakeholder Analysis: The Key to Balanced Performance Measures Stakeholder Analysis: The Key to Balanced Performance Measures Robert M. Curtice Vice President, Performance Improvement Associates The Need for Balanced Performance Measures Traditional business performance

More information