ONE ORGANIZATION ... WITH TWO COMPLEMENTARY MANAGEMENT SYSTEMS The old paradigm for business that has been around for decades was focused on a Management System for Running-the-Business to ensure that this year's profit targets were achieved. In this old paradigm change was always problematic, however, and when the rare organizational change was necessary, managers improvised around the Management System and muddled their way through the change.
But now organizational changes are no longer the exception but the rule. Organizations can no longer muddle through cumbersome, problematic changes with the old Management System. It is time for a new paradigm for business. TODAY'S BUSINESS ORGANIZATION MUST HAVE TWO COMPLEMENTARY MANAGEMENT SYSTEMS RUNNING IN PARALLEL in order to Run-the-Business to hit this year's profit targets and simultaneously to Change-the-Business to be able to hit next year's profit targets. In the new paradigm, the Run-the-Business Management System stays intact to hit today's targets while a new Management System is used for Change-the-Business. This book is all about that Management System needed for Change-the-Business, called "Organizational Project Management" (OPM). The Change-the-Business Management System, OPM, performs five functions critical for change: - Visioning: Continuously designing better futures for the organization .
- Portfolio Management: Ensuring that resources are best applied to create those futures.
- Program Management: Organizing and leading initiatives to build capabilities to create the futures.
- Project Management: Applying the organization's best minds to design needed capabilities.
- Change Engineering: Ensuring newly-created capabilities are integrated into day-to-day operations
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