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What is change management? > The eight building blocks of successful change - Pg. 14

the change management challenges is therefore determining when the change is over, and when management can focus elsewhere. Calling time too early on change initiatives has often led to changes failing after a major programme has been thought complete and success has been trumpeted. Ask any operational manager about their experience of change and you will probably get a mixed response. Whilst change is often undertaken to derive operational improvements, there is an inherent tension. Stability is the opera- tional manager's friend. It is far simpler to manage a stable operation. On the one hand, change must be made and the desire for operational stability cannot stop a business's evolution. On the other hand, there is little point in driving continu- ous change if the result is continually failing operations. A balance must be found ­ and it can be. Change does not have to be the enemy of operations. Changes can be well thought through, properly designed and executed. Hence, with regard to the operations of the business, change management seeks to: G G create deliverables that are fit for purpose ensure operations have sufficient, capably skilled human resource to utilise the deliverables appropriately plan changes to happen at the most appropriate time in the business cycle, G