Abstract
People, processes, content, and technology—these are the four major components of Demand Process. In an effort to drive change, organizations change their processes, create more content, and regularly swap out or add new people and technologies. However, what is often the most difficult to change is the attitude and perception of the people involved. I often speak with marketing leaders who discuss what they have done to enact change in their organizations. Usually, in the same breath they mention having to drag their people along “kicking and screaming.” Why? Because as human beings we often see change as intimidating, scary, and volatile. Besides, B2B demand generation is morphing so rapidly that adding another layer of change that impacts how one works and operates day-to-day seems daunting at best.
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Notes
Heath, C., and D. Heath (2010), Switch: How to Change Things When Change is Hard. New York: Broadway Books.
Anderson, N. (1971), “Integration Theory and Attitude Change,” Psychological Review 78 (3): 171–206.
Lombardo and Eichinger (2000), “High Potential as High Learners: Human Resource Management.” Human Resource Management 39 (4): 321–30.
Mitchinson, A., and R. Morris (2012, April), Learning About Learning Agility. Greensboro, NC: Center for Creative Leadership.
Ibid.
Ibid.
De Meuse, K., D. Guangrong, and G. Hallenbeck (2010), “Learning Agility: A Construct Whose Time Has Come.” Consulting Psychology Journal: Practice and Research 62 (2): 119–30.
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© 2015 Carlos Hidalgo
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Hidalgo, C. (2015). Managing People through Change. In: Driving Demand. Palgrave Macmillan, New York. https://doi.org/10.1057/9781137526809_11
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DOI: https://doi.org/10.1057/9781137526809_11
Publisher Name: Palgrave Macmillan, New York
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