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Sommét Enterprises, LLC * Business Solutions*Publishing*Training

Helping clients achieve results faster!


  • Project Management
  • Process Modeling

Change mgt info

As a multidisciplinary practice that has evolved as a result of scholarly research, organizational change management should begin with a systematic diagnosis of the current situation in order to determine both the need for change and the capability to change. The objectives, content, and process of change should all be specified as part of a Change Management plan.Change management processes may include creative marketing to enable communication between changing audiences, as well as deep social understanding about leadership’s styles and group dynamics. As a visible track on transformation projects, Organizational Change Management aligns groups’ expectations, communicates, integrates teams and manages people training. It makes use of performance metrics, such as financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change to design appropriate strategies, in order to avoid change failures or resolve troubled change projects.Successful change management is more likely to occur if the following are included:

  1. Benefits management and realization to define measurable stakeholder aims, create a business case for their achievement (which should be continuously updated), and monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work
  2. Effective communications that informs various stakeholders of the reasons for the change (why?), the benefits of successful implementation (what is in it for us, and you) as well as the details of the change (when? where? who is involved? how much will it cost? etc.)
  3. Devise an effective education, training and/or skills upgrading scheme for the organization
  4. Counter resistance from the employees of companies and align them to overall strategic direction of the organization
  5. Provide personal counseling (if required) to alleviate any change-related fears
  6. Monitoring of the implementation and fine-tuning as required

Accept people for who they are*

Identify what people need to feel good about themselves

*Make your relationships bloom

*Get along with difficult people

*Effectively deal with conflict

*Develop a sincere interest in others

*Build on people's positive qualities

*Forgive hurtful actions

*Help others feel encouraged, uplifted and motivated to become all they can be

*Be the type of person people enjoy being around

Effective relationships can make the difference between just existing and living life to the fullest.

  • A mission statement articulates the purpose of the company, basically why it exists, what it does and for whom. It should serve as an ongoing guide that spells out what the company is all about. The mission should focus on the here and now.
  • A vision statement outlines the goals and aspirations for the future. It creates a mental picture of a specific medium-term target and should be as a source of inspiration (but not quite to the extreme of Hilton!).

Here are some good mission statements that explain in clear and succinct words what the company does. By the way, I prefer to call it 'Purpose' rather than 'Mission':

  • eBay: ”At eBay, our mission is to provide a global online marketplace where practically anyone can trade practically anything, enabling economic opportunity around the world.”
  • Google: "Organize the world's information and make it universally accessible and useful."
  • Walt Disney: "We create happiness by providing the finest in entertainmentfor people of all ages, everywhere."
  • Amazon: "To build a place where people can come to find and discover anything they might want to buy online"
  • Innocent: "Make natural, delicious food and drink that helps people live well and die old"
  • The Motor Neurone Disease Association: "Our mission is to fund and promote research to bring about an end to MND. Until then we will do all that we can to enable everyone with MND to receive the best care, achieve the highest quality of life possible, and die with dignity. We will also do all that we can to support the families and carers of people with MND."

And here are some good vision statements that spell out the aspirations and ambitions of a company. The first two are older versions that successfully guided organizations to success and the other two are current ones. Also here I feel 'Aspiration' is better than 'Vision':

  • Microsoft: "A computer on every desk and in every home"
  • Wal-Mart: "To become a $125 billion company by 2000"
  • Save the Children: "Our vision is a world in which every child attains the right to survival, protection, development and participation."
  • "The Motor Neurone Disease Association has a vision of a World free of MND."

I find that a good way to start the process of creating vision and mission statements is by asking key people in the organization to answer these questions:

  • For Mission (or Purpose): What is the core purpose of the organisation? What do we do and for who?
  • For Vision (or Ambition): Where do we want to be in 5 or 10 years time? What are our aspirations?