netrashetty
MP Guru
The Weinstein Company (TWC) is an independent American film studio founded by Harvey and Bob Weinstein in 2005 after the pair left the then-Disney-owned Miramax Films, which they had co-founded in 1979. The brothers retained ownership of the Dimension Films label of Miramax.
CEO
Jeffrey Shepard
Chairman of the Board
Jonathan Couchman
Director
Alan Weinstein
Director
Steven Scheiwe
Director
Michael O'Hara
Director
Alan Kelly
Director
Eugene Davis
Director
Adam Finerman
Director
Gerald Kelly
CFO
Michael Lynch
Legal
MR
Human Resource
Dennis Lee
Store Operations
RP
Control
CH
There is a fundamental difference between the delivery of a new capability and actually realising measurable benefits as a result of implementing that capability.
The programme management approach recognises this difference in the complementary roles of Programme Manager and Business Change Manager. The Programme Manager is responsible for delivering the capability; whereas the Business Change Manager is responsible for realising the resultant benefits through the integration of the new capabilities into the business operations.
This is so often overlooked. Partly because the whole idea of clearly defined and documented, measurable benefits is in itself overlooked and also because it so often assumed that simply completing projects and delivery new capabilities will of itself deliver the benefit - which of course it usually doesn't - as is reflected in the 70% failure rate of all change initiatives.
Each of these 3 roles may be a full-time role or a part-time role. The deciding factors are the scale and complexity of the step change you are seeking to implement and the size and complexity of your organisation.
The amount of time allocated to each role is at this stage very secondary to the fact that each role is recognised and defined and undertaken by a person with the appropriate skill, and personal authority to exercise the role. What is of paramount importance is that somebody understands and owns the execution of each role - whether it takes them 10 minutes per day or all day every day.
The change initiative will almost certainly NOT succeed, if these roles and the processes inherent in the execution of these roles are not fulfilled.
CEO
Jeffrey Shepard
Chairman of the Board
Jonathan Couchman
Director
Alan Weinstein
Director
Steven Scheiwe
Director
Michael O'Hara
Director
Alan Kelly
Director
Eugene Davis
Director
Adam Finerman
Director
Gerald Kelly
CFO
Michael Lynch
Legal
MR
Human Resource
Dennis Lee
Store Operations
RP
Control
CH
There is a fundamental difference between the delivery of a new capability and actually realising measurable benefits as a result of implementing that capability.
The programme management approach recognises this difference in the complementary roles of Programme Manager and Business Change Manager. The Programme Manager is responsible for delivering the capability; whereas the Business Change Manager is responsible for realising the resultant benefits through the integration of the new capabilities into the business operations.
This is so often overlooked. Partly because the whole idea of clearly defined and documented, measurable benefits is in itself overlooked and also because it so often assumed that simply completing projects and delivery new capabilities will of itself deliver the benefit - which of course it usually doesn't - as is reflected in the 70% failure rate of all change initiatives.
Each of these 3 roles may be a full-time role or a part-time role. The deciding factors are the scale and complexity of the step change you are seeking to implement and the size and complexity of your organisation.
The amount of time allocated to each role is at this stage very secondary to the fact that each role is recognised and defined and undertaken by a person with the appropriate skill, and personal authority to exercise the role. What is of paramount importance is that somebody understands and owns the execution of each role - whether it takes them 10 minutes per day or all day every day.
The change initiative will almost certainly NOT succeed, if these roles and the processes inherent in the execution of these roles are not fulfilled.
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