In today’s dynamic world of work, the path to opportunity — for both individuals, and organizations — is changing.
Leadership teams unfortunately fail to plan for the human side of change.
Future-focused visionaries who prioritize agility and innovation
How can companies thrive in the long-term when the business-technology landscape is constantly shifting beneath them?
70-80 percent of changes are unsuccessful because of the leaders are driven by fear of loosing the control over the process of change management and leading them to make inappropriate decisions.
The organization’s capacity to change:
- Any significant transformation creates “people issues.”
2. The leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the institution.
3. As transformation programs progress from defining strategy and setting targets to design and implementation, they affect different levels of the organization.
4. The structure remained in place throughout the change program, which doubled the company’s earnings far ahead of schedule. – This approach is also a superb way for a company to identify its next generation of leadership. –
5. Leaders of large change programs must overperform during the transformation and be the zealots who create a critical mass among the work force in favor of change.
6. Communications flow in from the bottom and out from the top, and are targeted to provide employees the right information at the right time and to solicit their input and feedback.
7. Companies often make the mistake of assessing culture either too late or not at all, because no change program goes completely according to plan.
8. Team leaders should be as honest and explicit as possible.