The process of change is generally a difficult endeavor. By definition, this is moving the members of an organization from the familiar to the unfamiliar.
Keep in mind the team member starts a project as the expert on the organization’s processes. Often during a project a culture or behavior must be de-constructed
before it can be re-created into processes which provide the desired results. Changing these processes creates a learning curve for the team to overcome.
However, without context, systems application is useless. The customer’s process experts must provide input allowing the consultant to determine the
correct solution for the project. Based on this realization, achieving success without the customer’s participation is virtually impossible. Thus,
it is only reasonable that we practice making the customer look good. Showing public appreciation for the contributions of the customer’s team only
serves to allow the team members to take ownership in the success of the effort. By harnessing this vesting by the customer team, the consultant greatly
enhances not only the chances of success, but the enthusiastic accolades of the customer for your efforts.
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