Recommended Articles

Communication is KEY

by Beth Zimmerman, MHS, PMP, Prosci
Here at Evans, one of our goals is to make the complex simple, and communication is a case in point.

Interactions between humans are incredibly dynamic, nuanced, and subject to different interpretations – that is, complex. At an organizational level, the complexity is only multiplied by the number of people involved.

We believe in several key principles for fostering effective communications within organizations. These are encompassed within the Evans VIP Framework for Organizational Communications: Continue reading

Crafting a Compelling Narrative

By Erin Kelly

We’ve all been there. You’re up in front of an audience giving a presentation only to see blank expressions looking back at you. One of the biggest challenges of presenting information is getting your audience engaged. You want your audience to understand what is being said, why it’s important, and what is being asked of them. At Evans, we’ve found that a very effective way to engage with your audience and get them to care about the information is to use the narrative form, which focuses on telling a story rather than simply presenting facts alone. Continue reading

The Human Element of Change Management: Motivation is Personal

by Dawn Stevenson

If your change initiative isn’t working, think about how you’re selling it. Are you trying to convince people to change, or are you actually motivating them?

A 2009 article in McKinsey1 argues: “…people are irrational in a number of predictable ways…the practice of change management is in need of a transformational change through an improved understanding of the irrational (and often unconscious) nature of how humans interpret their environment and choose to act.” Continue reading

Change Management and Culture in the Federal Space

By Noel Assegid, MBA, Prosci CMP

The Evans Human-Centered Change Management approach emphasizes the importance of culture in all change efforts. This significant aspect of change is not always considered or even recognized, but a recent event, hosted by the Association of Change Management Professionals (ACMP) DC, highlighted the increasing awareness of culture’s impact on change effort success in the federal space. Continue reading

The AI Disruptor, and the Human Constant

By Emad Elias, MBA, PMP, CLSSGB

1928 – “March of the Machine Makes Idle Hands”
1956 – “Workers See Robot Revolution Depriving Them of Jobs”
1980 – “A Robot is After Your Job”
2018 – “Why AI Will Create Jobs”

These are all headlines in news outlets over the last 90 years in the US. In the 1940’s, 25% of American workers were engaged in the manufacturing sector. Fast forward to 2010 – only 10.4% of the workforce was involved in manufacturing. Several assumptions can be made from this fact. But, what has changed? Continue reading

The Power of BPR (Business Process Reengineering)

By Emad Elias, MBA, PMP, CLSSGB

It can be anything from simply identifying your current process so that you know the business value it provides to your organization, to an Enterprise Transformation that redefines value and extends value chains. Many people think of Michael Hammer, W. Edwards Deming or Lean Six Sigma, while others confuse process improvement with BPR. Continue reading

The Army Loves Business Process Reengineering

By Emad Elias, MBA, PMP, CLSSGB

The U.S. Army is one of the most successful organizations in the world at balancing costs, schedules, and quality. No one would disagree that their mission is absolutely critical. Indeed, affecting human life in a very direct way, every day. They recently (2016) decided to start a Business Process Reengineering (BPR) Center of Excellence (CoE) at their base in Aberdeen, MD. Continue reading

Culture – The Foundation of a Successful Strategy

by Tim Goin & Jesse Lambert

Even a well-planned strategy can fall apart during implementation if employees are unwilling to accept it. You may think you can simply require employees to comply, but their motivation and enthusiasm depends on the type of business culture they work in and whether it’s reflected in your strategy. Continue reading

7 Reasons Why Strategic Success Depends on Leadership Growth

by Sean Miller, Laura English & Jesse Lambert

When engaging in the strategic planning process, leaders are often faced with the challenge of focusing on more expansive thinking, planning, and communicating within the organization. As the vision of the company evolves, so must the leadership capacity of those striving to achieve it. This implies that status quo as a leader is not an option. Growth as leaders individually, and the collective maturity of you’re your leadership team, will be key to successfully realization of your organization’s vision. Continue reading

Overview: Evans’ Human-Centered Strategic Planning

by Jesse Lambert

Evans Incorporated can help your organization innovate from the inside out with our Human-Centered Strategic Planning solution. Evans consultants will collaborate with you, guiding you through a process of discovery, definition, and development. We use a four-phase process that incorporates universal elements of strategic development and implementation, and is scalable to your desired scope.
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