Filed under: - Change Execution, - Organization Change Management, - People Change Management, - Strategy and Imperatives, - Strategy Execution | Tags: Change Management, Organization Design, Planning, ROI
“If you do not change direction, you may end up where you are heading.”—Lao Tzu
There is a back-room mindset in times of change: “Change the people or change the people.” It means either convince (or coerce) the existing staff to adapt to the new way of working or fire them and hire someone else. This phrase has always irked me.
Looking for some objectivity and additional insight for this series, I partnered up with senior change practitioner, Jennifer Frahm. You may know Jennifer from her terrific blog “Conversations of Change.”
We applied ourselves to articulating why this mindset is a fallacy, to considering what leaders are doing instead, and then finally to whether advancements will actually make Change Management, as we know it, extinct. continue reading here
Filed under: - Change Execution, - Innovation, - Organization Change Management, - People Change Management, - Project Management, - Strategy and Imperatives, - Strategy Execution | Tags: Change Management, Methodology, Planning, Projects, Transformation
“All truth passes through three stages. First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident.” —Arthur Schopenhauer (1788-1860)
What is this all about? Is this an approach whose time has come? Are organizations actually approaching execution in a systematic way? Or are consultants just promoting the next fad? continue reading here
Filed under: - Change Execution, - Organization Change Management, - People Change Management, - Project Management, - Strategy and Imperatives, - Strategy Execution | Tags: Change Management, Management Consulting, ROI, Strategy, Transformation
The “70% failure rate” has been exploited enough already. It’s time to stop beating this dead horse and give it a decent burial.
I get why it resonates with most of us. Strategy execution is hard. Some falls short of objectives and some fails outright. The more transformational the change the more likely that it will fail in some way.
We all abhor failure. Any failure feels like too much. It feels like 70%. continue reading here
Filed under: - Change Execution, - CM Resources, - Strategy and Imperatives, - Strategy Execution | Tags: Leadership, Professional Development, Strategy
Where does one go to explore this intersection, learn more about integration, and probe more deeply into what “strategy execution” is all about? This post lists conferences in the US and Canada in 2013 that may be of interest.
Will you attend? Do let me know…perhaps we will be there and can meet in person, or maybe you can let the rest of us know what you thought of it. continue reading here
Filed under: - Innovation, - Leadership, - People Change Management, - Strategy and Imperatives | Tags: - Innovation, Changes That Matter, Leadership, Strategy
“America is NOT the greatest country in the world anymore…We are 7th in literacy, 27th in math, 22nd in science, 49th in life expectancy, 178th in infant mortality, 3rd in median household income, 4th in labor force and 4th in exports. We sure used to be. We stood up for what was right…We fought for moral reasons…We built great big things…We reached for the stars…We aspired to intelligence. We didn’t belittle it. It didn’t make us feel inferior…We didn’t scare so easy.” Excerpt from “Newsroom” (R-rated language).
- - Manufacturing (the North American auto industry had to face almost certain death before innovating)
- - Healthcare (only a sliver of health records are electronically stored)
- - Newspaper publishing
- - Big box retail (Radio Shack, Circuit City, Best Buy, J.C. Penney)
- - And look ahead to pharma (with patents expiring, it remains to be seen whether big pharma can re-invent its business models)