383 Posts Found

Managing quantum change is a complex, daunting process. It is very important to bear in mind that the “true north” in any management process is to maximize the long-run health of the company. In order to reach this objective, a manager can frame an effective change process using six principles.

Content: Article | Author: Jonathan Byrnes | Source: Harvard Business School (HBS) Working Knowledge | Subject: Change Management

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It’s not the strongest species that survive, nor the most intelligent, but the ones most responsive to change.

Content: Quotation | Source: Global Dharma Center | Subjects: Change Management, Success / Failure

For any enterprise to succeed, the organization, its strategy and its human resources must be aligned together. Here is a framework that would help managers to understand the need for an organizational structure change. The paper also provides a roadmap for selecting the best structure option and building a plan to implement it. A sample diagram is given only for the managers to ensure that … [ Read more ]

Content: Article | Author: Roger T Sobkowiak | Subjects: Change Management, Organizational Behavior

Managers consistently overestimate how fast they have to move and what needs to be done in the short run and underestimate what can be done in the long run.

Content: Quotation | Source: Graziadio Business Report | Subjects: Change Management, Management

This paper describes the important notion of the transition state – the turbulent period that lies between where you are today and where you hope change will take you tomorrow. This paper explores the initial responses evoked by change-instability, stress, and uncertainty and the huge problems they pose to management in terms of power, anxiety, and control. Finally, the paper focuses from problems to solutions, … [ Read more ]

Content: Article | Source: Mercer Delta Consulting | Subjects: Change Management, Organizational Behavior

Change is given the opportunity to occur when three elements are in place simultaneously: dissatisfaction with the present situation, a compelling vision of how the change will create a better future, and first steps for reaching the vision. If any of these elements is missing or collectively they are less powerful than the resistance to the change, then change will not take place.

Content: Quotation | Source: Partners for Progress | Subject: Change Management

Some executives approach change management much as a civil engineer would tackle a construction project: they assess the need, build something new, and move on. This essay’s author-a mechanical engineer by training-disagrees with that approach. Companies, he notes, aren’t static; they are dynamic systems that continually fall out of alignment and require constant tuning to maintain their balance and momentum.

Content: Article | Author: Roger Dickhout | Source: McKinsey Quarterly | Subjects: Change Management, Organizational Behavior

On crisis, facts, and fear.

Content: Article | Author: Alan Deutschman | Source: Fast Company | Subject: Change Management

How do you snatch a company from the brink of bankruptcy and restore it to profitability? As demonstrated in the mid-1980s by Caterpillar, the world’s biggest maker of heavy equipment, the key lies in reshaping its “organizational DNA” — the decision rights, motivators, information flows, and structures that determine an organization’s behavior. By retooling its corporate culture to make it align better with its overall … [ Read more ]

Content: Case Study | Authors: Bruce A. Pasternack, Gary L. Neilson | Source: strategy+business | Subjects: Change Management, Organizational Behavior | Company: Caterpillar Inc.

Some people look for things that went wrong and try to fix them. I look for things that went right and try to build on them.

Content: Quotation | Author: Tom Peters | Source: ChangeThis | Subject: Change Management

Whether for strategic, financial, or technological reasons, companies today are increasingly finding that they must completely transform critical elements of their businesses. As a result, the ability to manage such efforts quickly, effectively, and confidently has become an important source of competitive advantage and shareholder value. The problem, however,is that transformation, by its very nature, severely stretches organizations-often pushing skills, resources, and comfort levels to … [ Read more ]

Content: Article | Authors: Alan Jackson, Harold L. Sirkin, Perry Keenan | Source: Boston Consulting Group (BCG) | Subject: Change Management

In the fight against commoditization, companies are scrambling to create value-added services to protect their precious margins. But making the switch is easier said than done. To complete its metamorphosis, Dow Corning needed to transform the entire company.

Content: Case Study | Author: Christopher Caggiano | Source: CMO Magazine | Subjects: Change Management, Marketing / Sales | Company: Dow Corning

Change is not about understanding new things or having new ideas; it’s about seeing old things with new eyes — from different perspectives. Change is not about reorganizing, reengineering, reinventing, recapitalizing. It’s about reconceiving! When you reconceive something — a thought, a situation, a corporation, a product — you create a whole new order. Do that, and creativity will flood your mind.

Content: Quotation | Source: Fast Company | Subjects: Change Management, Creativity

Minds are exceedingly hard to change. Ask any advertiser who has tried to convince consumers to switch brands, any CEO who has tried to change a company’s culture, or any individual who has tried to heal a rift with a friend. So many aspects of life are oriented toward changing minds-yet this phenomenon is among the least understood of familiar human experiences.

Now, eminent Harvard psychologist … [ Read more ]

Content: Book | Author: Howard E. Gardner | Subjects: Change Management, Leadership

Companies in trouble tend to embrace change, but companies that are doing well often resist. Ironically, when your company is thriving it is probably the best time to shake things up. You may want to start by making dissatisfaction part of your company culture.

Content: Article | Author: Jean-François Manzoni | Source: European Business Forum (EBF) | Subjects: Change Management, Management

I am convinced that if the rate of change within an organization is less than the rate of change outside, the end is near.

Content: Quotation | Source: CareerJournal (WSJ) | Subject: Change Management

The biggest obstacle to future change is past success, the strongest motivation is recent failure.

Content: Quotation | Source: eFrog Pond Inc. | Subject: Change Management

When rapid or radical change is called for, executives must turn to the networks within their organization. Key positions in the network mobilize it to flexibly adapt to the exigencies of the moment. Three prototypical patterns emerge. The first pattern is the hub, as in a ‘hub and spoke’ system on a bicycle wheel. This pattern represents an optimal distribution system for centralizing work processes. … [ Read more ]

Content: Quotation | Source: LeaderValues | Subjects: Change Management, Organizational Behavior

The art of leading deep corporate change can be learned. The trick is to help each member of the company discover a new reality.

Content: Article | Authors: Jonathan D. Day, Michael Jung | Source: McKinsey Quarterly | Subjects: Change Management, Organizational Behavior