Implementing major changes require CulturalReadiness.
When you find yourself in deep winter conditions and have to wait for the proper ChangeManagementEnvironment to arrive, it is also a busy time to grow roots, concentrate in SelfManagement for starters.
If initiatives are implemented "before its time", then the entity goes into a CultureShock. And it can be a NearDeathExperience.
see TheHeartOfChange and CultureIsTheManifestationOfLeadership
Beware of TheManagerIsTheProblem syndrome
(more to come..Don Harrison article on CSF being Middle Management buy-in.''
See 2003 HP chairman address to CIOs at http://www.rhsmith.umd.edu/cioforum/2003/transcript.html
Resources
2000 book "Getting Your Shift Together : Making Sense of Organizational Culture and Change" (ISBN 0-9673248-0-7 )
ChangeManagement Sweet Spot at http://www.imakenews.com/eletra/mod_print_view.cfm?this_id=162551&u=sibson&issue_id=000034313
Social Contest and Culture Change collection of pages at http://www.globaltester.com/sp2.html
Work in Progress
Q Does this approach to Supply Chain Management cater for the social aspects of an organisation? For example the politics of an organisation. We have encountered a great deal of resistance to a SAP implementation because the employees were not fully consulted and perceived the implementation was enforced from above. How do we get everyone on board when implementing SAP in a large, well established organisation with a deeply entrenched culture of doing things the "old" way? by 132.234... from question in SupplyChainManagement
It is also important for management at all levels to be more sensitive to HumanBehavioralPatterns, e.g. Ways to expedite the FiveStagesOfGrief may be applicable for some people caught in difficult situations.
From a reluctant contributor. This question could have been overlooked by more experienced managers within this community.