Change Management

Paper Summary:

This paper explains that, despite millions of hours invested in business process redefinition, making change permanent is an elusive objective. This is especially true in the re-aligning of processes to be more driven by the demands of the customers which is called customer relationship management (CRM), Nonetheless, the majority of CRM systems fail not at the technical level but at the ability to bring lasting change into an organization. Thus, despite all the potential benefits of these systems however there is often significant resistance to change. This paper uses resistance to change to CRM systems as a framework in which to evaluate the causes of persistent and strong resistance to change, explore alternative solutions, and present highly integrative solutions to making change permanent. Broader, more far-reaching conclusions on overcoming resistance to change are also analyzed by this paper.

Table of Contents:
Executive Summary
The Many Forces That Fuel Resistance to Change
Models and Strategies for Overcoming Resistance to Change
Proposed Solution to Overcoming Resistance to Change

From the Paper:

"Another significant factor that causes resistance to change is not including employees in the initial factors that have led to the need to change, the defining of objectives as they relate to change, and the real and potential costs and benefits of the change both at a professional and company-wide level. Resistance to change become particularly strong when employees and associates in a company do not identify with, understand the reasons for, or see any potential value in the changes to goals, processes, and strategies affecting them. "

Sample of Sources Used:

• Aguirre, M, Calderone, and Jones. "10 Principles of Change Management. ." Report on Business Process Management Booz Allen hamiton 04 15 2004 1 - 5. 11 10 2007 .
• Beer, Michael, Nohria, Nitin, "Cracking the Code of Change". By: Harvard BusinessReview, 00178012, May/Jun2000, Vol. 78, Issue 3
• Conner, Darryl Managing at the speed of change . 1. New York, NY : Villard Books , 1993.
• Davenport , Richard . Process Innovation: Reengineering Work through Information Technology. 1. Cambridge, MA: Harvard Business School Press, 1992.
• Dyche , Jill . The CRM handbook . 1. New York, NY : McGraw-Hill , 2002.

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