The Nizam Report ™ -- Where Ideas and Strategies are Front and Center ...



In light of the issues surrounding technology-related decisions and associated change implications, recognizing the need to change and changing is not as important, imperative, valuable, and/or essential as what you change into and the rate of your change.  In other words, deciding on a technology and integrating it into the organization is an important milestone; however, how and how much this new technology changes the organization and the rate of these changes are even more critical to understand, monitor, measure, manage, direct, and lead than the initial decision/s to research and invest in this new technology.  Again, change is an integral and inevitable part of any organization (or business environment), and therefore, managing change is a constant struggle for organizations.  Nonetheless, this constant struggle should be a welcomed event for the organizations because how well their change management process is developed and performed will surely and eventually determine the competitive edge, advantages, and fate of the organizations brought upon by their technology-related decisions.


Strategically speaking, organizations are not immediately and totally equipped, ready, and prepared to handle the “change” side effects due to technology-related decision/s.  It takes experience (or learned wisdom or knowledge management) to successfully navigate change and its many associated elements, dimensions, attributes, aspects, and branches.  Furthermore, it takes interdisciplinary capability and proficiency to manage the “change” side effects and to sustainably remain proactive and out-front and ahead of them.  This phenomenon is again an intriguing and fascinating challenge and pursuit for the foreseeable future and it is not industry-specific or trade-specific.  (continued ...)