1. Assess the cultural landscape.
Thorough cultural diagnostics can assess organizational readiness to change, bring major problems to the surface, identify conflicts, and define factors that can recognize and influence sources of leadership and resistance. These diagnostics identify the core values, beliefs, behaviors, and perceptions that must be taken into account for successful change to occur.
2. Address culture explicitly. Company culture is an amalgam of shared history, explicit values and beliefs, and common attitudes and behaviors.
Change programs can involve creating a culture, combining cultures, or reinforcing cultures.
3. Address the “human side” systematically.”
New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant.
4. Create ownership. Leaders of large change programs must overperform during the transformation and be the zealots who create a critical mass among the work force in favor of change. This requires
more than mere buy-in or passive agreement that the direction of change is acceptable. It demands ownership by leaders willing to accept responsibility
5. Involve every layer. Change efforts must include plans for identifying leaders throughout the company and pushing responsibility for design and implementation down, so that change “cascades” through
the organization.
6. Start at the topBecause change is inherently unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction.
7. Make the formal case.People will look to the leadership for answers. The articulation of a formal case for change and the creation of a written vision statement are invaluable opportunities to create or compel
leadership-team alignment.
8. Communicate the message.Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do.
The best change programs reinforce core messages through regular, timely advice that is both inspirational and practicable.
9. Prepare for the unexpected. People react in unexpected ways; areas of anticipated resistance fall away; and the external environment shifts. Effectively managing change requires continual reassessment
of its impact and the organization’s willingness and ability to adopt the next wave of transformation.
References
..Managing Change: The Art of Balancing
Jeanie D. Duck, HBR on Change 2000
..Why Good companies Go Bad
Donald N. Sull, HBR on Culture and Change 2002
..Radical Change, The Quiet Way
Debra E. Meyerson, HBR on Culture and Change
..Managing Change in Organizations (Third Edition)
Colin A. Carnall, Pearson Education, 1999
References
..Managing Change: The Art of Balancing
Jeanie D. Duck, HBR on Change 2000
..Why Good companies Go Bad
Donald N. Sull, HBR on Culture and Change 2002
..Radical Change, The Quiet Way
Debra E. Meyerson, HBR on Culture and Change
..Managing Change in Organizations (Third Edition)
Colin A. Carnall, Pearson Education, 1999
Thorough cultural diagnostics can assess organizational readiness to change, bring major problems to the surface, identify conflicts, and define factors that can recognize and influence sources of leadership and resistance. These diagnostics identify the core values, beliefs, behaviors, and perceptions that must be taken into account for successful change to occur.
2. Address culture explicitly. Company culture is an amalgam of shared history, explicit values and beliefs, and common attitudes and behaviors.
Change programs can involve creating a culture, combining cultures, or reinforcing cultures.
3. Address the “human side” systematically.”
New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant.
4. Create ownership. Leaders of large change programs must overperform during the transformation and be the zealots who create a critical mass among the work force in favor of change. This requires
more than mere buy-in or passive agreement that the direction of change is acceptable. It demands ownership by leaders willing to accept responsibility
5. Involve every layer. Change efforts must include plans for identifying leaders throughout the company and pushing responsibility for design and implementation down, so that change “cascades” through
the organization.
6. Start at the topBecause change is inherently unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction.
7. Make the formal case.People will look to the leadership for answers. The articulation of a formal case for change and the creation of a written vision statement are invaluable opportunities to create or compel
leadership-team alignment.
8. Communicate the message.Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do.
The best change programs reinforce core messages through regular, timely advice that is both inspirational and practicable.
9. Prepare for the unexpected. People react in unexpected ways; areas of anticipated resistance fall away; and the external environment shifts. Effectively managing change requires continual reassessment
of its impact and the organization’s willingness and ability to adopt the next wave of transformation.
References
..Managing Change: The Art of Balancing
Jeanie D. Duck, HBR on Change 2000
..Why Good companies Go Bad
Donald N. Sull, HBR on Culture and Change 2002
..Radical Change, The Quiet Way
Debra E. Meyerson, HBR on Culture and Change
..Managing Change in Organizations (Third Edition)
Colin A. Carnall, Pearson Education, 1999
References
..Managing Change: The Art of Balancing
Jeanie D. Duck, HBR on Change 2000
..Why Good companies Go Bad
Donald N. Sull, HBR on Culture and Change 2002
..Radical Change, The Quiet Way
Debra E. Meyerson, HBR on Culture and Change
..Managing Change in Organizations (Third Edition)
Colin A. Carnall, Pearson Education, 1999
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