621 words, 2.3 minutes read. By Gerard Blokdyk

Management of Change 1 big thing: Ensure your personnel is responsible for compliance with regulations, inspections and audits.

The big picture: Manage knowledge base system changes, establishing knowledge management practices and knowledge distribution policies, as well as encouraging the use of new practices and policies.

Why it matters: Secure that your group leads several communities of practice, which include adaptive planning, change management, process excellence, development product owners, disciplined execution, centralized vendor management, data and analytics, program/project management, and other operational support where applicable.

On the flip side: Lead complex projects and be accountable for the estimating, planning, scheduling, tracking, management of risk, budget, change management, problem resolution, reporting and communicating.

Under the hood: Implement and sustain a positive health, safety and environmental culture through the application of the management systems framework in moderately complex site(s).


 

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What to watch: Implement and drive Digital Asset Governance throughout HR organization to reduce impacts, support business processes, and ensuing compliance with implementation of new assets or changes to existing along with supporting HR Digital Transformation and Solution Management strategy and efforts.

Meanwhile: Ensure your team develops the change management plan based on a situational awareness of the details of the change and the groups being impacted by the change.

The backdrop: Give input and invest in the development of corporate safety programs, policies and training and deliver/oversee the implementation of the same in the respective facilities.

How it works: Manage daily activities of scope and change management, capacity planning, progress tracking, proactive risks and issues management, cross functional/stakeholder and leadership alignment.

Be smart: Make sure the portfolio and change management office supports leadership and staff in absorbing and accepting change at the project, division and organization level.

Between the lines: Lead the roll out of the new Knowledge Management platform inclusive of: further development of the long-term strategy and success metrics, project management of front line change management, oversee tool integration and content development with cross divisional stakeholders.

The bottom line: Verify that your operation defines and executes innovative analytic approaches to strategic questions, to provide executive level recommendations and reports based on effective analysis and research.

What’s next: Make sure the customer success team drives change management and adoption activities with key business decision makers and it decision makers, helping reduce implementation risk, driving usage of existing solutions, and identifying opportunities to accelerate the path for (internal) customers to realize business value from their investments.

ICYMI: Lead strategic consulting of the business in all areas of organizational support, including human resources and business alignment, organization design, workforce planning, culture and change management, leadership development and coaching, pipeline development, and succession planning programming.


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