|Why to deal with this?|| Change Management is a management tool to (incrementally) improve or install processes within an organization. This includes the definition of strategies, structures, systems and processes. It may be used to create an organizational environment which is innovation-friendly.
The concept is rooted in reflections on organizational development starting in the 1930ies in the US. The classic model according to Kurt Lewin consists of three steps.
Later models of change management define different levels of actions within the three steps (unfreeze, move, refreeze) and differentiate between observation, action and reflection. Today, many different concepts are available to deal with the optimization of organizational structures. Total Quality Management (TQM), knowledge management or six sigma, among others, are related approaches.
|When is it suitable/applicable?||Change Management is a suitable tool when an organization sees an overall need to continuously improve its processes and internal setup.|
|When is it NOT suitable/applicable?||Change Management is not suitable for short-term and only project-based changes.|
|What costs are related to it (financial, time effort etc.)?||Change Management is more time- than cost-intensive. External moderation might be useful.|
|What’s the relevant HTE output?||The Hightech Europe project as such is not focused on management issues. Some of the partners, however, do have expertise on these topics.|
|Whom can I talk to from the HTE team?||ZENIT, Wageningen UR - FBR, SP, Agropolis International|
|Relevant internet links|| Links:
|Online databases and tools|| Tools:
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|Where to get advice, consultancy?|| Support:
|Related innovation sheets||Open innovation, Innovation management, Knowledge management, Management x pre feasibility, Management x feasibility, Management x development, Management x launching|