{domain:"www.qualitydigest.com",server:"169.47.211.87"} Skip to main content

User account menu
Main navigation
  • Topics
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Videos/Webinars
    • All videos
    • Product Demos
    • Webinars
  • Advertise
    • Advertise
    • Submit B2B Press Release
    • Write for us
  • Metrology Hub
  • Training
  • Subscribe
  • Log in
Mobile Menu
  • Home
  • Topics
    • 3D Metrology-CMSC
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Login / Subscribe
  • More...
    • All Features
    • All News
    • All Videos
    • Contact
    • Training

Mastering the Quick Change

Putting people at the core of quality and change initiative success

Jonathan Gilbert
Mon, 12/07/2009 - 12:28
  • Comment
  • RSS

Social Sharing block

  • Print
Body

As if it wasn’t difficult enough tightening up the recession ropes, many organizations will soon find themselves reeling as the tide changes, and hiring and production once again swing into full gear. So the challenge becomes how to do more with less now, while preparing for the economic resurgence that’s on the way—all without compromising consistent quality.

ADVERTISEMENT

The solution lies in establishing an organizational environment that values employee communication and engagement at all levels. 

Less “people issues” increases momentum

Organizational change initiatives in any economic environment fail at an alarming rate. According to the Wharton School of the University of Pennsylvania Executive Education Program on Leading Organizational Change, “Researchers estimate that only about 10 to 30 percent of companies successfully implement their strategic plans.” The primary reason Wharton attributes for organizations’ dismal track record managing change is “people issues.”

 …

Want to continue?
Log in or create a FREE account.
Enter your username or email address
Enter the password that accompanies your username.
By logging in you agree to receive communication from Quality Digest. Privacy Policy.
Create a FREE account
Forgot My Password

Add new comment

Image CAPTCHA
Enter the characters shown in the image.
Please login to comment.
      

© 2025 Quality Digest. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information.
“Quality Digest" is a trademark owned by Quality Circle Institute Inc.

footer
  • Home
  • Print QD: 1995-2008
  • Print QD: 2008-2009
  • Videos
  • Privacy Policy
  • Write for us
footer second menu
  • Subscribe to Quality Digest
  • About Us
  • Contact Us