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Organization Management Rhythm (part 7.3): Analysis – Phase 3 Implement Changes, Phase 4 Manage

This article is part 7.3 of a series of articles on Organization Management Rhythm.

Phase 3 Implement Changes

Change in any organization is difficult. Buy-in from key players throughout the organization is critical to a successful Organization Management Rhythm implementation. Stakeholders who see the benefit become advocates and provide the tipping point that leadership needs to take ownership. A systematic implementation plan defines the realities of the current Organization Management Rhythm, articulates the advantages of the proposed Organization Management Rhythm, and provides details of the transition making leadership comfortable and allowing them to foster change.

Phase 4 Manage

Organizational information exchange requirements do not remain static. Transitions between operational phases, modification of organization mission, and leadership changes, among other activities, should prompt a review of the effectiveness of the Organization Management Rhythm. The products of the Organization Management Rhythm Analysis Process supporting model serve as the management tool for the chief of staff to determine how new information exchange requirements can be integrated into the current Organization Management Rhythm and when refinement is necessary.

Next part (part 8): Products Produced.

Acknowledgements: Thank you to Tomi Antill, Keith Davis, Elise Keith from Lucid Meetings, JFHQ-C Leadership, and Kendra Albright from Kent State University, without whose support this series would not have been possible.

Header image source: U.S. National Archives, Public Domain.

John Antill

I am a knowledge management and operations leader with over 16 years of experience spanning both military and civilian sectors. Currently, I serve as a Knowledge Manager at Allied Solutions, where I leverage my expertise to drive enterprise-wide innovation, improve information flow, and sustain a competitive advantage in a dynamic business environment. Throughout my career, I’ve been recognized for my collaborative leadership style, strategic project coordination, and ability to stay at the forefront of rapidly evolving technology. These qualities have enabled me to successfully deliver both short- and long-term objectives while fostering organizational learning and agility. As an accomplished international author, I have published 58 articles on knowledge management and have spoken at conferences both nationally and abroad. I am also a regular contributor and proud patron of RealKM Magazine, where I advocate for evidence-based knowledge practices that deliver real-world value. In addition to my professional endeavors, I serve on the Board of Veterans In Farming, a nonprofit organization dedicated to empowering military veterans through agricultural training, job placement, and access to resources that support sustainable farming careers. I also serve as Post Service Officer for VFW Post 6978, advocating for the needs of local veterans and their families through direct assistance and community programs. Previously, I served on the Board of Minority Empowerment Through Technology, helping underserved college STEM students access the tools and technology needed for academic and career success. I hold a Master of Science in Knowledge Management from Kent State University and am a Certified Knowledge Manager through the Knowledge Management Institute (KMI).

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