ABSTRACT
In a Nutshell: Up to this point in the book, a great deal of our focus has been on how to apply change management to the successful implementation of projects/programs. In this chapter we are going to discuss and summarize how the operational process and daily management activities need to be aligned with the project change activities in order to create a culture that embraces change as a standard activity, part of the DNA. This is in contrast to resisting and delaying project implementation because it is something new and different that the operational employees and staff are not familiar with. It integrates and reinforces the concept of culture change management (CCM), which is the resulting factor of the harmonizing of the traditional change management activities and the day-to-day management of the organization, and how it impacts the total organization’s ability to embrace change rather than resist it.
