Solstice Consulting: Agility as a Hiring Model1 | 2 |
Yet, Manthey said she also thinks many organizations try to change too quickly.
“Rapid change is threatening because people tie their identities to their jobs,” she said. “Iterative development is one of the ways we help organizations change slowly. Each iteration is generally small. We try to make each iteration easily digestible, so it doesn’t threaten the people who are most affected by the change.”
Getting people to change is also about helping change opinions and viewpoints, because if people can see a change’s importance, it is easier to change behavior.
“In projects for clients, change management is a critical yet often overlooked piece of project delivery,” Manthey said. “Our employees must all understand how to think about change and have the empathy to understand how change will affect the end user or stakeholder right from the start.”
This means emphasizing the importance of the organic, interdependent relationship between the whole and its parts in looking at a given organization.
“Our architects take a holistic view of a client’s enterprise architecture when developing a project recommendation,” Manthey said. “We aren’t in the business of thinking inside a silo to develop a solution. Our solutions are scalable and adaptable so that as a client’s technology environment changes, they can add to existing infrastructure without rework. Our approach is simple: Analyze the existing environment, understand the requirements of the project and develop an architecture recommendation that allows scalable growth within the existing environment.”
Ben Bradley is a journalist who writes about the intersection of technology and business. He can be reached at email@example.com.
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