387 Posts Found

People always talk about the learning curve. The hardest thing is the forgetting curve. You have to discard what you think you know. And the higher you go in management, the more difficult it is. When things are changing rapidly, you have to abandon information that is no longer useful. That takes a certain amount of courage.

Content: Quotation | Source: Optimize Magazine | Subjects: Change Management, Learning

What’s the difference between those changes in organizations that get results and those that don’t? We knew that only about one-third of all major changes succeeded. But we wanted to know why? What sets apart the successful changes? What could we learn from those who do it well? So we conducted an effective change survey.

Content: Article | Author: Rick Maurer | Source: Maurer & Associates | Subject: Change Management

An organisation’s unwillingness to change comes from the myopia of its leadership. An inability to change, on the other hand, comes from its processes.

Companies can be classified according to these two dimensions. Captive companies are those that are willing but not able to change. Arrogant companies have the ability to change, but are unwilling to do so. Legacy companies are neither willing nor able … [ Read more ]

Content: Quotation | Source: European Business Forum (EBF) | Subjects: Change Management, Organizational Behavior

All progress requires change. But not all change is progress.

Content: Quotation | Source: Unknown | Subjects: Change Management, Progress

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