Great CIOs anticipate and drive change; they are experts at change management. But change isn't easy, and realistically, not every CIO is good at it. The prevailing notion is that change doesn't happen without significant fallout. Poor management of change virtually guarantees failure, including employee resistance. Past experience with failure can also undermine current change initiatives and can shape stakeholder expectations. That's why smart CIOs prepare for large-scale change and carve projects into deliverable chunks. True transformation is not about technology or economic factors, but about how to get self-interested individuals to work together. Understanding the human dimension of change is the key to success. And often, it's not change that people resist, it's transition. If you can manage the transition, a successful change often follows. To engineer change, never go it alone, and never introduce change suddenly. Don't obsess over metrics, but find ways to measure change.

Learn more about effecting positive change:
- read the article at CIO Decisions

ALSO:
- read this on being a strategic change leader
- this on the CIO's role in bringing about change
- and this for the need for controls in good change management