Managers basically fall into two camps when it comes to change, according to Patrick Sedlak of Richfield, Ohio- based Sedlak Management Consultants.

One camp is made up of people who are willing to change. The other camp is comprised of those waiting for a silver bullet to solve all of their problems," Sedlak said, speaking to attendees of the National Conference on Operations and Fulfillment held in Orlando.

He said the first step in adopting a change-driven mentality is to recognize there is a need for it. Often managers try to solve their problems by adding more workers, Sedlak notes. "Throwing labor at it is like taking Tylenol for a bad knee." It is only a temporary solution to a more serious problem.

To move forward, companies should measure and document the current state of operations. Then a business case can be developed to outline specific attainable and measurable goals.

A project manager with free access to top decision makers should then be appointed to coordinate the changes.

In addition to top brass, the project should be inclusive and be based on consensus. Projects designed to give all concerned a sense of ownership have a much higher chance of success.

It is also important to allocate the proper resources to deliver change.

"More projects fail because companies have only enough budget to do it poorly," he says. "Look to better the entire business - not just to meet the budget.