In his 2007 book Change or Die, Alan Deutchman wrote “the reason change (is so difficult) in America’s major corporations isn’t that the people who run them don’t want to change or can’t change, but rather they don’t understand the basic concepts and keys to change or have the right tools to effect it.” Yet, […]
NOTE: This is Part 4 of a planned 6-Part series. Link to Part 3. Why do most change efforts of any substance within organizations fail? Why is failure so pervasive that most people are confident that they need only wait out the flurry of frenzied activity, often for no longer than the run-up to the […]
NOTE: This is Part 3 of a planned 6-Part series. Link to Part 2. Why do most change efforts of any substance within organizations fail? Why is failure so pervasive that most people are confident that they need only wait out the flurry of frenzied activity, often for no longer than the run-up to the […]
NOTE: This is Part 2 of a planned 6-Part series. Link to Part 1. Why do most change efforts of any substance within organizations fail? Why is failure so pervasive that most people are confident that they need only wait out the flurry of frenzied activity, often for no longer than the run-up to the […]
Why do most change efforts of any substance within organizations fail? Why is failure so pervasive that most people are confident that they need only wait out the flurry of frenzied activity, often for no longer than the run-up to the next period financial report when everyone will be told to “drop everything else and […]