![]() ![]() Moreover, a successful change process goes through a series of eight distinct stages. Why do so many transformation efforts produce only middling results? One overarching reason is that leaders typically fail to acknowledge that large-scale change can take years. Kotter’s lessons are instructive, for even the most capable managers often make at least one big error. ![]() A second lesson is that critical mistakes in any of the phases can have a devastating impact, slowing improvement and negating previous gains. Skipping steps creates only an illusion of speed and never produces a satisfying result. One lesson is that change involves numerous phases that, together, usually take a long time. The lessons that can be learned will be relevant to more and more organizations as the business environment becomes increasingly competitive in the coming decade. Most fall somewhere in between, with a distinct tilt toward the lower end of the scale. ![]() In almost every case, the goal has been the same: to cope with a new, more challenging market by changing how business is conducted.Ī few of those efforts have been very successful. Their efforts have gone under many banners: total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds. In the past decade, the author has watched more than 100 companies try to remake themselves into better competitors. ![]()
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