Index – How to Fail at Change Management

Index

Academic theory, 35

Ad hoc decision-making, 80

Ad hoc global product development, 81

All-hands, 109

Analysis paralysis, 51

Anecdotal evidence, 90

Army, 101

Assembly lines, 4344

Assessing change capability, 126130

Audit, 115

Baby Bells, 68

Baldridge, 72

Bell System, 68

Big idea, 6063

“Big” straws

big idea, 6063

double down, 5357

GOBASH, 5760

M&A, change, 6669

savior, 6366

Blocking/tackling, 108

Break, 49

Business strategy, 80

Buzzword, 47

Capability Maturity Model (CMM), 72

Career progress, 131

Causality/root cause analysis, 89

Causation, 89

Certified mechanic, 14

Change, 19–21, 9192

Lewin’s framework is, 7

Change action/governance, 106107

Change/change triggers, 20

Change/process improvement, 106

Change/project management, 111

Change/storming, 102

Change construct, process/triggers

change, 1921

change management, many words of, 1718

problem-solving, 1819

Change initiative, 107108

Change life cycle, 112115

Change management, 116118

Change management life cycle, 113

Change management models, 56

Change management roadmap, 115116

Change management/common sense, 3

stakeholders, 4

Change manager, 132

Change models

change management/common sense, 3

introduction to, 1

Kotter, observations, 910

Kotter’s eight-step, 89

Lewin model, 67

Lewin, observations, 8

many words of, 18

McKinsey 7-S model, 12, 13

models, selecting, 16

pilot/passenger, 5

PROSCI “ADKAR”/three-phase model, 1011

PROSCI, observations, 1112

senge, observations, 1416

senge/systems thinking,
13–14, 15

7-S, observations, 1213

start to, 4

survey of, 316

Change Success Assessment Instrument, 127129

Change/career implications, 130131

Clarity, practicality/tangibility, 103105

Closure, handover/lessons learned, 114115

CMM. See Capability Maturity Model (CMM)

Collins, Jim, 56

Common sense approaches, study of, 26

Communication, 109

Company culture, 101

Competitor, 67

Complex system development, 77

Construct, 17

Corporate product, 80

Corporate reference design method, 77

Cost Busters, 38

Culture, 99102

Culture lead, 36

Decision-making, 36

Desire, 10

Diagnosis, 90, 9899

Diagnosis methodology, 93, 99

Discipline, 72

DON’T versus DO, 118125

Dot-com bubble, 57

Doubling down, 5357

DUMB, 5152

Dust, 38

Embedded, 10, 11

End-game, 115

Enterprise resource planning (ERP), 58

ERP. See Enterprise resource planning (ERP)

Execution phase, 114

Execution problems

implement, failure to, 7179

structure versus governance, 8085

Fail, 118125

Failed transplants

transplanting, 4144

Failure

failing, 2529

introduction to, 23, 25

wrong problem, solving, 2933

Feasibility, 112

Five Whys, 89, 91

5 Ws, 109

Flywheel effect, 56, 132

Forming, 100

Form/substance, 28

From Individual to group decision-making, 82

From Scratch, 73

Frozen, 10

Fuzzy, 18

Get real, 105

Global decision-making structure, 84

Global mindset, 36

Go digital, 51

Goal, 16

Goal-setting problems

DUMB, 5152

SMART versus DUMB goals, 45–51, 52

GOBASH, 5760

Golden parachute, 64

High-risk endeavor, 19

Horizontal versus vertical product development, 27

Human resources, 108109

Hybrid method, 79

Implement, failure to, 7179

Inch-pebbles, 106

Integration Management Knowledge Area, 108

Japanese manager, 99100

John, King, 72

Kasem, Kasey, 132

Knowledge, 10

Knowledge management, 48

Kotter, observations, 910

Kotter’s eight-step change model, 89

Legacy suppliers, 50

Lewin model, 67

Lewin, observations, 8

Long-term change roadmap, 117

M&A, change, 6669

Manage out, 39

Market responsibility method, 76, 78

Maturity, 105

McGrath, Michael, 83

McKinsey 7-S model, 12, 13

Mistaken perceptions

real problem, solving, 3537

right problem, wrong solution for, 3740

Models, selecting, 16

Mom/pop, 53

Motorola’s RAZR phone, 55

Mountains, 38

Narrowband Personal Communications Services (NPCS), 54

Newsweek, 26

Next-generation product, 75

Norming, 100

NPCS. See Narrowband Personal Communications Services (NPCS)

Oceanic transportation, 57

One-on-one interviews, 96

Opposition, 111

Organization, 14, 98

Organizational stakeholders,
18–19

Oversight of change initiatives, 119

PACE. See Product and Cycle-Time Excellence (PACE)

Paging service, 57

Performing, 100

Performing analysis, 95

Pilot/passenger, 5

Pittiglio, Rabin, Todd & McGrath (PRTM), 83

Plan, 112114

Players, 107108

PMO. See Project management office (PMO)

Portfolio management, 48

Post hoc ergo propter hoc, 89

Potential traps, 30

Problem-solving, change, 1819

Process-discipline, 72

Process management/constraints, 72

Procurement, 110

Product and Cycle-Time Excellence (PACE), 83, 116

Product line method, 78

Professional science, 10

Project management office (PMO), 116118

Project management process summary, 112

Project management/change implementation, 107112

PROSCI “ADKAR”/three-phase model, 1011

PROSCI, observations, 1112

PRTM. See Pittiglio, Rabin, Todd & McGrath (PRTM)

Puzzle, pieces of, 16

Qualitative versus quantitative methods, 92

Quality, 108

Quick wins, 9

R&D, 77

Rah-rah, 32

Real problem, solving, 3537

Record/transcribe interviews, 97

Refreeze, 7, 8, 9, 11, 114, 115

Review results, 97

Right problem, wrong solution for, 3740

Risk, 110

Road to success

assessing change capability, 126130

causality/root cause analysis, 89

change, 9192

change action/governance, 106107

change life cycle, 112115

change management roadmap, 115116

change management/PMO, 116118

change manager, 132

change/career implications,
130–131

clarity, practicality/tangibility, 103105

culture, 99102

diagnosis, 90, 9899

fail, 118125

project management/change implementation, 107112

triangulation, 9398

walk before running, 105106

Runaway software development, 74

“S,” 12, 13

Sailing ship passage, 57

Saturation, 96

Savior, 63–66, 6465

Self-managed teams, 44

Senge, observations, 1416

Senge/systems thinking, 13–14, 15

Setting the PACE in Product Development, 83

7-S, observations, 1213

Shoots down, 62

Shoring up, 130

SMART versus DUMB goals, 45–51, 52, 103

Stakeholders, 79, 108, 111

Stand-up meetings, 109

Standardization skills, 77

Statistical process control, 43

Storming, 100

Structure versus governance, 8085

Super Bowl, 72

Supporter, 111

System comparison, 79

Systems Development Life Cycle, 106

Three-phase model, 1011

Triangulation, 9398

Typical passenger, 4

Unfreeze, 6, 8, 98

Validation, 95

Walk before running, 105106

Warring tribes, 69

Waterfall method, 106

Western high-tech growth company, 42

Western manager, 99100

Wireless communication services, 57

Wrong-headed, 30, 51

Wrong problem, solving, 2933

YouTube/Internet radio, 132