How Change Management Can Address Radical Transformation Mckinsey
Change is accelerating—with real consequences for people and organizations. To drive adaptation amid constant disruption, leaders need to rethink traditional change management tools and master a more complex level of change. Our recent article discusses a new framework to help leaders navigate each level of change—including the newly emerging fourth level of reinvention change—to keep their organizations energized, focused, and ready for what’s next. Read more: https://mck.co/4o86Cue #Change #Reinvention #Transformation Too much change can traumatize your organization. The remedy is to minimize the need.
by Darrell Rigby and Zach First A satirical article in the Onion titled “CEO Unveils Bold New Plan To Undo Damage From Last Year’s Bold New Plan” parodied the serial transformations that occur at many corporations. Leaders often blame uncontrollable factors—policies of previous administrations, hiring for a boom that fizzled unexpectedly, macroeconomic uncertainty, the rise of artificial intelligence—but all too often the real strategic issues go unaddressed. Rather than revitalizing the organization, the constant shake-ups breed change fatigue that drains employee morale. Customers and suppliers, uncertain which strategies will survive next year’s pivot, grow wary of long-term partnerships. Investors fear greater risk and discount future earnings.
Leadership’s time and financial resources flow to organizational cleanups and restructuring charges instead of innovation and value creation.
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Change Is Accelerating—with Real Consequences For People And Organizations. To
Change is accelerating—with real consequences for people and organizations. To drive adaptation amid constant disruption, leaders need to rethink traditional change management tools and master a more complex level of change. Our recent article discusses a new framework to help leaders navigate each level of change—including the newly emerging fourth level of reinvention change—to keep their organi...
By Darrell Rigby And Zach First A Satirical Article In
by Darrell Rigby and Zach First A satirical article in the Onion titled “CEO Unveils Bold New Plan To Undo Damage From Last Year’s Bold New Plan” parodied the serial transformations that occur at many corporations. Leaders often blame uncontrollable factors—policies of previous administrations, hiring for a boom that fizzled unexpectedly, macroeconomic uncertainty, the rise of artificial intellige...
Leadership’s Time And Financial Resources Flow To Organizational Cleanups And
Leadership’s time and financial resources flow to organizational cleanups and restructuring charges instead of innovation and value creation.
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