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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.

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John Antill

John Antill is currently a Knowledge Manager at US Army Expeditionary Workforce. With over 14 years of progressively responsible knowledge management experience in complex technical roles – both military and civilian – requiring exceptional project coordination, problem solving, and management skills, John has established a track record of success by leveraging a collaborative leadership style to accomplish all short- and long-range objectives. An engaging and articulate communicator, he is able to clearly convey complex technical information and propose novel solutions to build consensus with key project stakeholders, including high-value clients and executive leadership. Furthermore, his consistent focus on remaining at the forefront of rapidly evolving technology allows him to drive enterprise-wide innovation and maintain a competitive advantage.JOhn is on the Board of Minority Empowerment Through Technology which provides underserved college STEM students to get the technology they need to be successful in their courware and projects.John Holds a Master of Science in Knowledge Management from Kent State university and a Master of Certified Knowledge Management from the KMInstitute.

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