383 Posts Found

Bob Nardelli’s pursuit of perfection, 3 billion human interactions per year.

Content: Case Study | Author: Victoria Griffith | Source: strategy+business | Subjects: Change Management, Human Resources | Industry: Retail | Company: Home Depot

We must bear in mind, then, that there is nothing more difficult and dangerous, or more doubtful of success, than an attempt to introduce a new order of things in any state. For the innovator has for enemies all those who derived advantages from the old order of things, whilst those who expect to be benefited by the new institutions will be but lukewarm … [ Read more ]

Content: Quotation | Author: Niccoló Machiavelli | Source: The Prince | Subjects: Change Management, Innovation

No single change methodology fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations. What follows is a “Top 10” list of guiding principles for change management. Using these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire … [ Read more ]

Content: Article | Authors: DeAnne Aguirre, John Jones, Matthew Calderone | Source: strategy+business | Subjects: Change Management, Organizational Behavior

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The success stories I am familiar with have involved treating behavioral change as a marketing campaign. They shook the dust off their consumer marketing textbooks and used the classic techniques of brand management and communication and incentives to promote the hell out of the change to the people inside the organization.

Content: Quotation | Source: Context Magazine | Subjects: Change Management, Organizational Behavior

Much of the advice that has been given to corporations about managing change is bad, according to Eric Abrahamson, a professor of management at Columbia Business School. In Change Without Pain, he takes to task the advocates of “creative destruction” and the mantra of “change or perish,” which he suggests has been “overprescribed by gurus for decades.” He argues that adaptive change is most successful … [ Read more ]

Content: Book | Author: Eric Abrahamson | Subjects: Change Management, Organizational Behavior

If you don’t like change, you’ll like irrelevance even less.

Content: Quotation | Source: Leader to Leader | Subjects: Change Management, Personal Development

In our myths about leaders, we often visualize fearless warriors beating out paths to new visions and conquests.

Nothing could be further from the truth. Fear is a survival mechanism, a requirement for life and well-being. While having fear is very different than allowing fear to dictate, fear does exist.

Since virtually everyone has fears, to pose as fearless simply exposes a fear of seeming fearful!

Your ability … [ Read more ]

Content: Article | Author: Arky Ciancutti | Source: LeaderValues | Subjects: Change Management, Organizational Behavior

When discrete techniques (such as JIT, simultaneous engineering, supplier quality audits) are applied to enterprises with neither the philosophy nor the organization to accept them, they fail to produce results. The same is true of process automation or automated information systems. Philosophy and organization must precede technique.

Content: Quotation | Source: Prism (Arthur D. Little) | Subjects: Change Management, Organizational Behavior

The industrial giant’s legendary learning center, Crotonville, has a new assignment: Teach every manager to be a strategist.

Content: Case Study | Author: Art Kleiner | Source: strategy+business | Subjects: Change Management, Organizational Behavior | Company: General Electric (GE)

If you haven’t heard of this best-seller you are living under a rock. I actually have no interest in reading this myself and was never planning to add it to this site’s recommendations, but after reading an interesting analysis of why the book was so successful (Content: Book | Author: Spencer Johnson | Subjects: Change Management, Organizational Behavior

To tear down a factory or to revolt against a government or to avoid repair of a motorcycle because it is a system is to attack effects rather than causes; and as long as the attack is upon effects only, no change is possible. The true system, the real system, is our present construction of systematic thought itself, rationality itself, and if a factory is … [ Read more ]

Content: Quotation | Sources: LeaderValues, Zen and the art of motorcycle maintenance | Subject: Change Management

“In the recently published Intentional Revolutions, A Seven Point Strategy for Transforming Organizations, my co-authors and I have developed a definition of organizational transformation and an approach that increases an organization’s ability to sustain that transformation. In the course of conducting research for the book, we discovered a remarkable similarity in the profiles of senior executives and the roles they played in initiating and sustaining … [ Read more ]

Content: Article | Author: Joan Lancourt | Source: Prism (Arthur D. Little) | Subjects: Change Management, Organizational Behavior

Turning complex issues and opportunities into effectively simple – as opposed to simplistic or easy – constructs is truly the managerial art form of this new millennium. Instead of seeking “best” or “optimal” solutions to managerial problems, organizations and the people who run them have to become more creative about how they manage clarity and simplicity. Spending an extra two or three weeks on making … [ Read more ]

Content: Quotation | Source: strategy+business | Subjects: Change Management, Communication

There are always two parties—the party of the past and the party of the future; the establishment and the movement.

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

The problem isn’t coming up with good ideas-any manager will tell you-it’s creating an organization that can implement those good ideas and sustain innovation over time.

In this book, a second edition to the popular original, editors Michael Tushman (Harvard Business School) and Philip Anderson (INSEAD) continue to collect best writings on the subject of managing innovation, some current, some that go back decades. A reading … [ Read more ]

Content: Book | Authors: Michael L. Tushman, Philip Anderson | Subjects: Change Management, Innovation

“When I am asked for material to read on managing paradigmatic change, I respond with a very unlikely source: The Structure of Scientific Revolutions, by the late Thomas Kuhn. This book is a staple at the doctoral level in business schools, but it rarely appears on airport bookshelves, and it is not about business at all.

This book grew out of Kuhn’s research on the history … [ Read more ]

Content: Book | Author: Thomas S. Kuhn | Subjects: Change Management, Organizational Behavior

There’s basically a three-stage process for any transformation. One, diagnosis – understanding customers’ aspirations and the gap between that and where they are today. Two, staged experiences – designing the exact set of experiences that will close the gap. And three, follow-through – ensuring that the transformation takes hold, and that the aspiration continues to be met over time. That’s where most consulting companies fail … [ Read more ]

Content: Quotation | Source: TechnologyEvaluation.com | Subject: Change Management

Companies are constantly bombarded by change, whether it’s in the form of competitive shifts, new customer preferences, layoffs, acquisitions, or regulatory requirements. On the IT side, look no further than the frequency of new software releases and the short life cycles of hardware. The pace of technology advancement and adoption never seems to slow.

How well companies cope with business and technology changes can have a … [ Read more ]

Content: Article | Author: Bob Violino | Source: Optimize Magazine | Subjects: Change Management, IT / Technology / E-Business

About half of the 223 executives who responded to a recent Bain & Company survey on organizational issues said their companies fell short on the essential capabilities necessary for a turnaround. But some companies do beat the average and bring about sustained improvement. When we studied 21 of the most impressive transformations of recent years, we found four principles underlying success.

Content: Article | Authors: Chris Harrop, Paul Rogers, Stan Pace | Sources: Bain & Company, INSEAD Quarterly | Subject: Change Management