In This Issue
The Importance of Change Management
QlikView Ranks First in 10 Critical Categories
Big Data + Poor Quality = Big Problem

Featured Video

Bardess...Not Your Typical Vendor

I just wanted to say thanks for sharing the training modules with me the other day.  I have to say that they are the most professional looking training development efforts that I have seen in a while and the content seems to have hit the correct mark.


More Reviews 

Bardess Links
 About Us

Follow Us!
 Like us on Facebook  View our profile on LinkedIn

 Follow us on Twitter  Visit our blog  View our videos on YouTube




Join Our Mailing List

March 2012 - Issue: #10
Change Management

The Importance of Change Management

Although change is an inevitable part of business, especially in today's tumultuous corporate environment, it is not always embraced by employees and managers with open arms. No matter how important and unstoppable change is, it can be very stressful. Many individuals are hesitant to take on something new or leave something behind due to already established comfort zones or familiarity associated with jobs and job functions. Most organizations which have gone through change without a change management plan in place can attest to the problems and troubles they have experienced.


Whether hesitant or fearful, those impacted by any change must be guided through a series of activities and steps for successful change adoption to occur.


Effective Change Management plans, which focus on the 'people side of change', involve a structured approach aimed at empowering individuals to accept, embrace, and prepare for change. This approach ensures alignment with group expectations and objectives, and personnel readiness for effectively integrating and managing the change or changes about to take place within any given team, department, or company-wide initiative or endeavor.


The chart below outlines some of the most common implications of either effective or ineffective change management. These implications support the justification for using a Change Management process.


 IF change is EFFECTIVELY managed
  • Employees have a solid understanding of why change is happening.
  • Employees engage in both the solution and the change.
  • Training is used to build knowledge and skills after employees have made the personal decision to support the change.
  • Resistance is identified and dealt with early in the process.
  • Senior leaders demonstrate their own commitment and the organization's commitment to the change.
  • Change is supported.
  • A coalition of support among senior leaders and managers creates momentum throughout the organization.
  • Probability of meeting project objectives is increased.   


If change is NOT Managed
  • Productivity declines as people become more consumed with the change being introduced. 
  • Passive resistance grows.
  • Active resistance emerges and sabotages the change.
  • Employees become disinterested in the current state and the future state.
  • People are left to wonder why the change is happening.
  • Employees revert back to the 'old ways' to avoid implementing the 'new ways'.
  • Changes are not fully implemented.
  • Changes are cancelled due to lack of support.
  • Many types of risk are created - risk to the project, to the organization, to the employees involved and to the individuals supporting the change. 

The Change Management Process


The Change Management process is a sequence of steps or activities that encompass a group of systems and tools for managing change. These systems and tools are needed to manage any organizational change effort in order for those involved to make a smooth transition from their current environment to what is desired or needed. Change management's goal is to minimize change impacts on those involved and to avoid distractions and resistance.


The various steps involved in any successful Change Management  

process include the following:   


  1. Prepare the environment and those involved in the change
  2. Implement and manage the change
  3. Collect feedback, reinforce the change as it is occurring, and adapt the change process as needed


Establishing and instituting the above steps creates a 'clear path' to proper resource implementation and new job responsibility integration by:

  • Ensuring Executive and Management sponsorship/support and employee motivation
  • Preparing individuals to become successful / effective and for management to effectively coach and facilitate in an environment conducive to the success of the change
  • Identifying change Sponsors and employee readiness and possible resistance  


Successful employee transition from their current environment to a desired environment - weather implementing new processes, jobs, or job responsibilities/functions is what Change Management is all about.


If you would like to learn more about Bardess' approach to implementing a Change Management process for your company, contact us.


QlikView Qorner

QlikView Ranks First in 10 Critical Categories

A 'BI Giants" Peer Group Comparison  


In October 2011, Business Application Research Center (BARC) published The BI Survey 10-The Customer Verdict ( BARC gathered the information contained in this study via a comprehensive survey of business intelligence end users, consultants, and vendors.


The BI Survey 10 provides a detailed quantitative analysis providing insight into why and how customers selected BI tools, what they used them for, how successful they were, and why they eventually abandoned some tools. The study was based on the analysis of survey results from 2,961 respondents reporting real-world experiences. After cleansing the data and removing responses of those who were not able to answer specific questions on BI tools, 2,006 users, 256 consultants, and 403 vendors from around the world remained. No technology vendors were involved with the formulation of The BI Survey 10. It was not commissioned, suggested, sponsored, or influenced by vendors. BARC included no sponsored or private questions, and the questions were presented without reference to vendors.


Data Management
Big Data

Big Data + Poor Data Quality = Big Problem

According to a
May 2011 report from McKinsey Global Institute, Big Data is the Next Frontier for Innovation, Competition and Productivity.  Pat Gelsinger, President of EMC says that, Big Data is a $70 billion industry and growing at a rapid rate of 15% to 20% a year.  So much for the thinking that "big data" is just a fancy marketing term.

On October 25, 2011 an article in ComputerWorld on Big Data, "blogs, social media networks, machine sensors and location-based data are generating a whole new universe of unstructured data that - when quickly captured, managed and analyzed - can help companies uncover facts and patterns they weren't able to recognize in the past."

Read more

Contact Information 


Joe DeSiena

President, Consulting Services 


Contact Us  



When You Think Quality Data...Think Bardess!


2012 Copyright Bardess Group Ltd.  All Rights Reserved.