383 Posts Found

Only a third of corporate transformations succeed, but two early decisions can help you buck the odds. A new BCG series, “Transformation Revisited,” shows how.

Content: Article | Authors: Connor Currier, David Kirchhoff, Gregor Gossy, Julia Dhar, Kristy Ellmer, Mike Lewis, Perry Keenan, Reinhard Messenböck, Ronny Fehling, Simon Stolba | Source: Boston Consulting Group (BCG) | Subject: Change Management

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

Instead of defaulting to the standard change management methods, leaders should adopt strategies of change that respond appropriately to the specific characteristics of their change context.

Content: Article | Authors: David Purser, Leesa Quinlan, Martin Reeves, Simon Levin, Vítor V. Vasconcelos | Source: Boston Consulting Group (BCG) | Subject: Change Management

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Deciding how many employees to involve in an organization’s transformation shouldn’t be a guessing game. New research can help.

Content: Article | Authors: Dominic Skerritt, Laura London, Stephanie Madner | Source: McKinsey Quarterly | Subjects: Change Management, Organizational Behavior

What are the most important issues to focus on when you embark on a business transformation? Ask ten executives, and you’ll get ten different answers. In the critical first 100 days, there are many considerations to weigh, decisions to make, and actions to take—and their timing and sequence can be as instrumental to success as the moves themselves.

So how do you ensure the company is … [ Read more ]

Content: Article | Authors: David Kirchhoff, Davide Urani, Hans Gennen, Katharina Bergmann, Michael Lutz, Reinhard Messenböck | Source: Boston Consulting Group (BCG) | Subject: Change Management

Change champions need to draw out others’ opinions about the reasons their hunch won’t work as a starting point for problem-solving and design. By treating the potential downsides and limitations of an idea as legitimate, rational concerns, people can work together to design solutions that both achieve intended goals and preserve what the organization wishes to safeguard while building commitment to implementation.

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So-called resisters have … [ Read more ]

Content: Quotation | Authors: Elizabeth Doty, Maya Townsend | Source: strategy+business | Subjects: Change Management, Management, Organizational Behavior

Where self-advancement cannot, or is not allowed to, serve as a driving force, other sources of enthusiasm have to be found if momentous changes, such as the awakening and renovation of a stagnant society or radical reforms in the character and pattern of life of a community, are to be realized and perpetuated.

Content: Quotation | Author: Eric Hoffer | Source: strategy+business | Subjects: Change Management, Human Resources, Motivation, Organizational Behavior

You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.

Content: Quotation | Author: Buckminister Fuller | Subjects: Change Management, Innovation, Strategy

One longstanding and popular theory of how change occurs, attributed to Richard Beckhard […] argues that behavioral alterations are a function of four factors: the dissatisfaction with the status quo, the clarity and resonance of the new future, and the existence of a pathway to get there, all balanced against any perceived loss associated with making the change.

Content: Quotation | Author: Jeanne Liedtka | Source: ChangeThis | Subjects: Change Management, Organizational Behavior

Historically, we’ve been disproportionately focused on the value of the cascade, the leader, change leaders. They’re still all very important. But, increasingly, as we are a workforce comprised of a generation that has a lot of their actions that are digitally based, we’ve had to come to grips with the idea that influencers and opinion leaders and people in the social network, their role modeling … [ Read more ]

Content: Quotation | Author: Bill Schaninger | Source: McKinsey Quarterly | Subjects: Change Management, Leadership, Organizational Behavior

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In Beyond Performance 2.0 (John Wiley & Sons, 2019), McKinsey senior partners Scott Keller and Bill Schaninger draw on their 40-plus years of combined experience, and on the most comprehensive research effort of its kind, to provide a practical and proven “how to” guide for leading successful large-scale change. This article, drawn from the book’s opening chapter, provides an overview of this approach and explains … [ Read more ]

Content: Article | Authors: Bill Schaninger, Scott Keller | Source: McKinsey Quarterly | Subject: Change Management

There is no single way that Google manages internal change, like a reorganization. But we’ve been piloting a new approach that has been used in different parts of the company, impacting thousands of Googlers. After piloting and iterating on our work, we came up with a four-step approach to business-driven organizational change we call “ChangeRules.” Four analytical questions drive this approach: Why? What? Who? How? … [ Read more ]

Content: Article | Authors: Li-Ming Pu, Lyra Schramm | Source: re:Work | Subjects: Change Management, Organizational Behavior | Company: Google

Is it any wonder that so many of us are scared of change?

Before we completed our research into this phenomenon, I often wondered how rational and intelligent people could make such sloppy and irrational arguments against obvious improvements.

Today, I have a much better idea why people resist the inevitable. If you’re unsure why those around you are having such a difficult time embracing a new … [ Read more ]

Content: Article | Author: Lior Arussy | Source: Chief Executive | Subjects: Change Management, Organizational Behavior

A root cause of resistance to change is that employees identify with and care for their organizations. People fear that after the change, the organization will no longer be the organization they value and identify with — and the higher the uncertainty surrounding the change, the more they anticipate such threats to the organizational identity they hold dear. Change leadership that emphasizes what is good … [ Read more ]

Content: Quotation | Author: Merlijn Venus | Source: Harvard Business Review | Subject: Change Management

Widespread transformation always unleashes waves of collective fear, discontent, and doubt—emotions that often translate into vocal, and potentially more destructive, opposition. …If left unacknowledged, adversaries have the power to derail even the worthiest attempts at reform, and thus it is a leader’s responsibility to identify and, when necessary, neutralize his or her most powerful critics. But how is the person at the center of the … [ Read more ]

Content: Quotation | Author: Nancy Koehn | Source: McKinsey Quarterly | Subjects: Change Management, Leadership, Management, Organizational Behavior

To most leaders, the speed and flexibility that drive innovation lie at the opposite end of the spectrum from standardization and centralization, which promote efficiency and control risk. Not so. Rita Gunther McGrath’s research sheds light on agile organizations. Large companies that raise their income disproportionately, she found, have two main characteristics: they are innovative and experimental and can move quickly but also have consistent … [ Read more ]

Content: Quotation | Authors: Mary Meaney, Scott Keller | Source: McKinsey Quarterly | Subjects: Best Practices, Change Management, Innovation, Management, Organizational Behavior

In overcoming resistance to change and building support for change, leaders need to communicate an appealing vision of change in combination with a vision of continuity. Unless they are able to ensure people that what defines the organization’s identity — “what makes us who we are” — will be preserved despite the changes, leaders may have to brace themselves for a wave of resistance.

Content: Article | Author: Merlijn Venus | Source: Harvard Business Review | Subject: Change Management

Authentic informal leaders (AILs) are not people in your organization who have been endowed with formal authority by title or by memo. Rather, they possess and exhibit certain leadership strengths such as the ability to do something important well and showing others how to do it (exemplars), or they demonstrate the skill of connecting people across the organization (networkers). Some AILs influence behavior by being … [ Read more ]

Content: Article | Author: Reid Carpenter | Source: strategy+business | Subjects: Change Management, Management, Organizational Behavior