By Roger Jones, Neil Murray
Switch, method and initiatives at paintings offers a operating perception into the character of switch, the formula of process and the implementation of swap via tasks within the place of work. it's a ‘how to’ publication with actual sensible program, containing the instruments, concepts, recommendation and tips you must examine organisational context, strengthen a strategic plan and deal with a undertaking.
To assist you in best swap and developing possibilities for your self and your organization, the publication takes an built-in method of handling swap, constructing procedure and undertaking administration, and covers:
* How strategic goals are selected, selling knowledge of the broader organisational context and the strategic making plans process
* the information, instruments, options and self assurance had to act as a metamorphosis agent
* the talents, advantage and different attributes had to increase your employability
The booklet is perfect as a dip-in advisor for pro improvement, a self-study source or a textbook for formal classes on switch, procedure and venture administration in a piece context. it truly is used to help the Open University’s undergraduate direction ICTs, swap and initiatives at paintings (T226).
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Additional resources for Change, Strategy and Projects at Work
42 The outcome of the SWOT analysis should be a series of statements indicating what opportunities the organisation might successfully pursue as a result of its strengths and any actions that should be taken to eliminate or reduce its exposure to threats. 2 So what’s the strategy? As you go through a SWOT analysis, you may ﬁnd that there is quite a lot of overlap between the four quadrants; for example, opportunities can also be seen as threats and often there is a weakness to set against a strength.
Having scanned the external contexts and the internal context you need to bear the results of your previous analyses in mind as you seek to understand how change may affect you and your work role in the future or, conversely, to see if you can suggest any changes that you might actively pursue to improve your own position and add value to your organisation. 4 as a basis for conducting your Zone 1 scan. Remember, though, that this is purely an indicative example of the sort of areas you may want to look at and the kind of questions you may want to ask – don’t hesitate to alter the format or contents to make it more relevant to you in your speciﬁc context.
Remember that some drivers of change can grow in signiﬁcance over a period of time whilst others can create abrupt and potentially disruptive change. Engaging fully with a STEEPLE analysis should result in an in-depth understanding of how changes in the near and far external contexts might impact on the current and future plans of your organisation. You should remember that there can be no absolute certainty in the outcomes of such analyses, but after having carried out such analyses, you should certainly be in a better position to develop a more robust strategy for dealing with change in whatever form it presents.