If you've ever been told "it's too early for change," handed a business case with your name nowhere near it, or watched mobilisation kick off while change scrambled to catch up - this one's for you.
Tash sits down with Temre Green PhD to dig into one of the profession's most persistent (and frankly maddening) problems: why change management is still being bolted on after the big decisions are made, and what it actually costs when that happens.
In this episode:
Why change belongs in business case development
The real cost of "it's too early for change"
Program mobilisation: what goes wrong when change isn't in the room
How to make the commercial argument for change
Clarification: During the discussion, we referred to the traditional project levers. The commonly accepted four levers are scope, cost (budget/resources), time (schedule) and quality.
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