com in the CRM marketplace underscores how technology specifically designed to address users' unmet needs to become more productive yet not constrained by technology is a case in point. Technology that enables higher productivity and meets needs yet does not restrict users' flexibility in managing their work how they want succeeds.
Managerial Challenges and Responsibilities for Rapid Change Management
When rapid organizational change is attempted, managers need to confront and often deal with internal organizational cultures, which are often impediments to rapid change. For any manager involved in rapid change, the challenge of slightly modifying an organizations' culture can be daunting. For USAA, as the organization is already adopting a process-centric view of change and working to integrate systems so that employees will be better able to serve customers, the habit of change, so to speak, is beginning to set in. Yet in many organizational cultures, the more rapid the organizational change attempted, the greater the resistance. Schein (1992) defines culture as..."a basic set of assumptions that defines for us what we pay attention to, what things mean, and how to react emotionally to what is going on, and what actions to take in various kinds of situations."
Implicit in this definition of culture is the clear fact that managers first...
Galpin (1996) suggests that because changing the basic assumptions and beliefs of the underlying culture is very difficult, the best approach for influencing specific aspects of a culture that need to be changed for an it initiative and strategy to be successful needs to be on an exception vs. all-inclusive basis
Managerial Expertise require to make Change Management Strategies Work
Countering resistance to change that starts with fear of the future takes nothing less than a leader who is passionate about making change part of the company's culture. Leadership behaviors to initiate and sustain the momentum of transforming it initiatives into high value and lasting business strategies is never a one-and-done proposition for any leader. It must be a constant passion to bring change into a company if any leader is going to be successful. Aguirre, Calderone, Jones (2004) argue that the CEO and senior management team must band together and have a consistent and strong show of support for any strategy to be successful.
Combined with a strong sense of purpose that drive a passion for change, managers need to transform themselves into leaders and also have exceptional grasp of BPR and BPM approaches to ensure both the processes re-defined and
