Losing from day one: Why even successful transformations fall short
Our latest transformations research confirms that success remains elusive and reliant on a holistic approach. Yet some actions are especially predictive of realizing the financial benefits at stake.
Content: Article | Authors: Bill Schaninger, Brooke Weddle, Kate VanAkin, Michael Bucy | Source: “McKinsey Quarterly” | Subjects: Change Management, Management
Brooke Weddle
We like to say that organizational health is composed of three things. One is how well the organization aligns around a common strategy. Two, how the strategy then translates down into the work environment—how well the organization executes against its strategy and its ambition. Three is how well it renews itself over time, which basically means two things: one, looking outside, staying in tune with … [ Read more ]
Content: Article | Authors: Bill Schaninger, Brooke Weddle, Kate VanAkin, Michael Bucy | Source: “McKinsey Quarterly” | Subjects: Change Management, Management
Randy Lim, Jean-Benoît Grégoire Rousseau, and Brooke Weddle
Some organizations worry that fostering innovation might jeopardize safety by introducing change, which many see as a source of risk. Our results, however, highlight the significance of line ownership: in our experience, one of the most effective bulwarks against accidents is the use of “near miss” programs, which encourage employees to identify hazardous situations and propose solutions before safety is jeopardized. Engaging employees in the … [ Read more ]
Content: Article | Authors: Bill Schaninger, Brooke Weddle, Kate VanAkin, Michael Bucy | Source: “McKinsey Quarterly” | Subjects: Change Management, Management