“Getting people and organizations to accept new ways of doing things is typically described as ‘managing change’ and assigned as an afterthought to a handful of specialists from the human resources department. Not surprisingly, this approach frequently ends in disaster. ‘Managing change’ is far too flat and insipid a description of what needs to be done. Change doesn’t just have to be managed; it needs to be sold to the people in the company. It’s ironic that even businesses that excel at persuading customers to buy and use their products never think of targeting those same skills at their own employees. Business-technology executives and sponsors of major projects aimed at transforming the way things are done need to adapt the tools and techniques–and even the budgets–of consumer marketing to their internal initiatives. They need to use the principles of marketing internally in the same way that they’re used to sell outside the company.”
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