ABSTRACT
No organization is impervious to change. Rather, the survival and growth of an organization is dependent on how it can cope with change. Adapting to change is a critical success factor, which differentiates robust organizations with those that “go under.” The triggers for change can come from multifarious factors. The organizational context becomes a significant factor in determining which factors bear more importance. To illustrate, governmental organizations are more prone to changes because of political factors, as compared to commercial organizations. The triggers for change can emanate through “political,” economic, social, technology-driven, legislative, and environmental factors. Change initiative management enables managing complex change, which involves process, organization, and technology dimensions. The impact of change itself can vary across the perspectives. Portfolio Managers need to be open to changes coming from external factors, whereas Project Managers typically need to control changes within defined dimensions of scope, schedule, quality, and budget.
