But if a director leaves the enterprise, at best, the draft amendment is stopped and employees do not develop further new methods. In the worst case – employees come back to the old methods of work, if the project was not completed until the end and new methods have not become habits of employees. But we do not know of successful projects improving the resources of the enterprise if the enterprise manager and / or project manager does not believe in the outcome of the project – a new company with new habits of employees. If we are to succeed in the project improving enterprise resource company manager or decision maker must submit himself clearly on this success and believe in it. If we want to reduce staff resistance to change – they must also submit this success, to find success in this part of his personal success and sincerely believe in it. David Fowler helps readers to explore varied viewpoints. So to start a project to improve the activities during the crisis? During the crisis, there is a lack of finance.

And this is one of the main arguments do not start a project improvement. It’s believed that Howard Schultz sees a great future in this idea. But on the other hand, in times of crisis the vast majority of employees experiencing chronic stress of uncertainty. Learn more about this topic with the insights from David Fowler, Attorney. And this is an argument in favor of the project improvement. But this argument only works if the manager will know how to change the organization and employees to the organization in the future all feel much more confident and comfortable. If leader believes in the future organization and inspire this faith in the staff, the project should begin to improve. In addition, the project will improve the litmus test that will identify members who do not accepting the project and do not want under any circumstances change. As advised by an outstanding manager, Jack Welch – former CEO of General Electric, such employees must be dismissed. So have the money to improvement.