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Dell Services Organizational Change Methodology model pretty simplistic once you look into it but I like the term "change guardians"

From itSMF USA Newsletter 28/4/10 by Bianka Shah and Loy Allen, Dell

Appears to be descended from Perot Systems ideas

ITSM process creates a matrix organisation

From Pink Elephant's ITIL Process Implementation Strategy White Paper

By mandating that departments have to work as cross-functional teams instead of systems
based silos, a variety of fundamental changes need to take place:
o Defined and repeatable cross-departmental processes need to be overlaid
across hierarchal silo-based and system-based organisational structures,
effectively creating a matrix organisation

What successful transformations share

From a McKinsey Quarterly survey (You need to be a McKinsey premium member)

Cummings & Worley's six guidelines for cultural change

Cummings & Worley's six guidelines for cultural change which are in line with Kotter's eight-step strategy. The steps are as follow:

1. Formulate a clear strategic vision (stage 1,2 & 3 of Kotter, 1995, p. 2)
In order to make a cultural change effective a clear vision of the firm’s new strategy, shared values and behaviours is needed. This vision provides the intention and direction for the culture change (Cummings & Worley, 2005, p.490).

2. Display Top-management commitment (stage 4 of Kotter, 1995, p. 2)

Situational Leadership

Troy at Pink Elephant reminded me of Situational Leadership.

Ken Blanchard’s model called “Situational Leadership”: The premise of Blanchard’s model is that at various points in a team’s evolution a different type of leadership approach is required.

Cultural change viewed as a grieving process

Troy Dumoulin of Pink Elephant wrote an excellent post about Cultural Change viewed as a grieving process. It is written about ITIL change but it applies to any organisational change and it is brilliant stuff.

21st Century intrinsic motivators

TED presentation by Dan Pink
"There is a mismatch between what science knows and what business does. And here is what science knows. One: Those 20th century rewards, those motivators we think are the natural part of business, do work, but only in a surprisingly narrow band of circumstances. Two: Those if-then rewards often destroy creativity. Three: The secret to high performance isn't rewards and punishments, but that unseen intrinsic drive. The drive to do things for their own sake. The drive to do things cause they matter. "

IT Service Climate

IT Service Climate: An Extension to IT Service Quality Research

Journal of the Association for Information Systems, May 2008 by Jia, Ronnie, Reich, Blaize Horner, Pearson, J Michael
Copyright 2008, by the Association for Information Systems.


Knowledge Management

Knowledge Management is all about culture in the organisation. The fact is Knowledge Information is misunderstood as Knowledge Management.

Knowledge Information can be your Data, Technology, Transactions (Input & Output). The transformation to Knowledge Management is the People & Organisational value. Success of Knowledge Management is defining this fine line.

Depeding on the type of business you are in, even Suppliers, Partners, End users etc. all needs to be involved.

Posted on LinkedIn by Rakesh Kanojia

Changing an Organisations Culture to a Service Management approach

I'd like to introduce myself and sorry for the detailed content, but I’m also passionate in, “how do we improve Service Management cultures”. Below I have described my exposure to it and what I understood from it. I have just joined this group after reading "Owning ITIL" and emailing Rob, I would like to get some ideas of others.