Many executives believe organizational change is an inherently messy, chaotic process. Without a doubt, change can derail business. But that’s because leaders have been managing it using faulty assumptions and outdated mental models. Learn how today’s wealth of data and powerful analytics capabilities have uncovered predictable patterns of how organizational change unfolds.
Anyone attempting to lead change in an organization knows to expect some resistance. Change is not a rational process; no matter how positive the future you are creating, it’s natural for humans to struggle with it. Faced with negative remarks, critical questions, or stony silence, change champions naturally begin to interact more with those already on board, consciously or unconsciously distancing themselves from those who … [ Read more ]
New survey results find that the most effective transformation initiatives draw upon four key actions to change mind-sets and behaviors.
Research tells us that most change efforts fail. Yet change methodologies are stuck in a predigital era. It’s high time to start catching up.
Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.
Online communities are helping companies engage with employees to accelerate change.
Companies can tap their natural advantage when they focus on changing a few important behaviors, enlist informal leaders, and harness the power of employees’ emotions.
If your organizational culture has these five characteristics, all attempts to implement strategic change will likely be doomed.
Eli Goldratt’s 1984 classic, The Goal, introduced his “theory of constraints,” the idea that, in the face of interdependencies and variability, maximizing the activity of each part in a system reduces the output of the system. Drawing on the analogy of a scout troop on a hike, Goldratt showed that only one factor determined how fast they would get to their destination: the speed of … [ Read more ]
Boston Consulting Group has created a change management tool called the DICE assessment, which they have been refining since they first wrote about it in HBR a decade ago, and a version of which is now available for online use.
With the aid of the DICE tool, companies can assess the probability of success of change initiatives early in their lives. By evaluating projects with a … [ Read more ]
As volatility and complexity rise, transformation has become an imperative for most companies, meaning fundamental changes to the strategy, operating model, organization, people, and processes. To transform, companies must take three steps: funding the journey, winning in the medium term, and establishing the right team, organization, and culture.
Many corporate-transformation efforts fail to deliver lasting competitive advantage. BCG has identified the factors that lead to successful transformations—and the common traps that characterize failures.
Many organizations try to change but most of their change efforts are doomed to failure from the beginning. The type and amount of change that is attempted is simply beyond the ability of most organizations to implement successfully. Admittedly, some organizations have made amazing transformations. A key barrier in most change efforts is the motivation to change; all too often it is simply missing. We … [ Read more ]
Some business leaders retain their common sense and wisdom, even in the face of radical change. They recognize that mood swings occur in predictable patterns. They anticipate what’s coming, and they help others cope by counteracting the emotional fluctuations and mitigating the accompanying risks. Successfully managing the biases and effectively guiding change in this way create significant value.
Despite the dismal history of corporate-change efforts, there are ways for organizations to successfully manage change—and make sure the changes stick. BCG’s latest report shows how the Change Delta—a disciplined, systematic approach—focuses energy and resources on the change elements that matter most.
Transformation is one of those overused words in business, which can mean almost anything—from a quick-and-dirty restructuring to a full-scale corporate rescue. We define Full Potential Transformation in the most literal sense: a cross-functional effort to alter the financial, operational and strategic trajectory of the business, with a stated goal of producing game-changing results.
In our experience, identifying the need for a broad transformation and implementing … [ Read more ]
It’s not you, it’s your company. Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top.
Editor’s Note: I found this article to be a bit empty and unconvincing, but perhaps you will disagree.
Rapid change requires companies to reorganize more frequently, more fundamentally, and faster than ever before. But the odds for failure are high. New BCG research has uncovered six critical success factors that can dramatically flip a company’s odds of reorganization success—and help it achieve reorganization’s ultimate purpose: driving competitive advantage.
A tool social scientists use to identify sex workers and drug users can help senior executives find the people most likely to catalyze—or sabotage—organizational-change efforts.
These time-honored tools and techniques can help companies transform quickly.
Editor’s Note: see the related (updated?) version of this article at http://www.strategy-business.com/article/rr00006