What everyone gets wrong about change management: poor execution is only part of the problem

What everyone gets wrong about change management: poor execution is only part of the problem

Author: 
Anand, N.
Publisher: 
Harvard Business School Press
Date published: 
2017
Record type: 
Responsibility: 
Barsoux, Jean-Louis, jt. author
Journal Title: 
Harvard Business Review
Source: 
Harvard Business Review, Vol. 95, No. 6, November-December 2017, pp. 78-86
Abstract: 

Corporate transformations continue to prove challenging. Failure is typically attributed to problems with execution, but leaders can often misidentify what types of changes need to be made. Should an organization implement the wrong changes or prioritize them incorrectly, this can worsen problems and create new ones, leaving employees wary of a future initiatives. Before leaders establish their change priorities, they should address three key factors: the catalyst for the change, the underlying quest, and the capabilities that are necessary to bring it about. The five specific quests a firm may pursue are: customer focus, global presence, innovation, nimbleness, and sustainability.

Language: 

CITATION: Anand, N.. What everyone gets wrong about change management: poor execution is only part of the problem . : Harvard Business School Press , 2017. Harvard Business Review, Vol. 95, No. 6, November-December 2017, pp. 78-86 - Available at: http://library.au.int/what-everyone-gets-wrong-about-change-management-poor-execution-only-part-problem