Leading Change
C O L L E C T I O N www.hbr.org Most change initiatives fail. Yours don’t have to.
Lead Change— Successfully, 3rd Edition
Included with this collection: 2 The Hard Side of Change Management by Harold L. Sirkin, Perry Keenan, and Alan Jackson
15 Leading Change: Why Transformation Efforts Fail by John P. Kotter
26 Cracking the Code of Change by Michael Beer and Nitin Nohria
37 Managing Change: The Art of Balancing by Jeanie Daniel Duck
Product 1908
Collection Overview
Seventy percent of all change initiatives fail. Why? We commit fatal errors; for instance, overlooking the need to create a compelling vision or score short-term wins that build momentum for further successes. Under pressure to demonstrate results …show more content…
Has top management devoted enough resources to the change program? Score: If senior management has, through actions and words, clearly communicated the need for change, you must give the project 1 point. If senior executives appear to be neutral, it gets 2 or 3 points. If managers perceive senior executives to be reluctant to support the change, award the project 4 points.
Local-Level Commitment [C2]
Ask: Do the employees most affected by the change understand the reason for it and believe it’s worthwhile? Are they enthusiastic and supportive or worried and obstructive? Score: If employees are eager to take on the change initiative, you can give the project 1 point, and if they are just willing, 2 points. If they’re reluctant or strongly reluctant, you should award the project 3 or 4 points.
Integrity of Performance [I]
Ask: Is the team leader capable? How strong are team members’ skills and motivations? Do they have sufficient time to spend on the change initiative? Score: If the project team is led by a highly capable leader who is respected by peers, if the members have the skills and motivation to complete the project in the stipulated time frame, and if the company has assigned at least 50% of the team members’ time to the project, you can give the project 1 point. If the team is lacking on all those dimensions, you should award the project 4 points. If the team’s capabilities are somewhere in between, assign the project 2 or 3
Lead Change— Successfully, 3rd Edition
Included with this collection: 2 The Hard Side of Change Management by Harold L. Sirkin, Perry Keenan, and Alan Jackson
15 Leading Change: Why Transformation Efforts Fail by John P. Kotter
26 Cracking the Code of Change by Michael Beer and Nitin Nohria
37 Managing Change: The Art of Balancing by Jeanie Daniel Duck
Product 1908
Collection Overview
Seventy percent of all change initiatives fail. Why? We commit fatal errors; for instance, overlooking the need to create a compelling vision or score short-term wins that build momentum for further successes. Under pressure to demonstrate results …show more content…
Has top management devoted enough resources to the change program? Score: If senior management has, through actions and words, clearly communicated the need for change, you must give the project 1 point. If senior executives appear to be neutral, it gets 2 or 3 points. If managers perceive senior executives to be reluctant to support the change, award the project 4 points.
Local-Level Commitment [C2]
Ask: Do the employees most affected by the change understand the reason for it and believe it’s worthwhile? Are they enthusiastic and supportive or worried and obstructive? Score: If employees are eager to take on the change initiative, you can give the project 1 point, and if they are just willing, 2 points. If they’re reluctant or strongly reluctant, you should award the project 3 or 4 points.
Integrity of Performance [I]
Ask: Is the team leader capable? How strong are team members’ skills and motivations? Do they have sufficient time to spend on the change initiative? Score: If the project team is led by a highly capable leader who is respected by peers, if the members have the skills and motivation to complete the project in the stipulated time frame, and if the company has assigned at least 50% of the team members’ time to the project, you can give the project 1 point. If the team is lacking on all those dimensions, you should award the project 4 points. If the team’s capabilities are somewhere in between, assign the project 2 or 3